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From the PublisherTechnology has so clearly woven itself into the fabric of businessculture that publishing Glen's book on how to manage the people whoproduce high tech makes perfect sense. The author, founder of aconsulting firm specializing in IT organizations, assumes that"geeks" are not everyday people, and draws on his experience topresent clear and simple techniques for employers to not just getwhat they need out of tech workers but to become the kind ofmanagers who will mesh well with this new kind of employee. Glen'sinsight is to treat high technology as a creative product producedby temperamental people who are a cross between artists andprofessionals. This view stems from the ambiguity of "geekwork" andthe fact that geeks usually know more about what they do than dotheir managers. Though Glen doesn't advocate turning the factoriesover to the workers, his aim is to make managers more effective byteaching them about the people they lead, not by giving them toolsto bend employees to their will. He does an excellent job ofenumerating geek characteristics and the context in which geekworktakes place, providing ample material on what works with geeks andwhat doesn't, such as "intrinsic" or "extrinsic" motivators, andvaluable advice, like "never underestimate the power of free food."Though it doesn't contain much new material, Glen's easily readablebook will prove exceptionally useful for managers who feel leftbehind by the pace of technology or bosses seeking to betterunderstand their information age employees. (Nov.) (PublishersWeekly, October 21, 2002)
"Winner of the 2003 Financial Times Germany and getAbstractAward for best book on business leadership"