Peoplewear-for-the-very-busy.md

+For those of you who are very busy...
+
+## Part I Utilizing Human Resources
+
+- **Chapter 1: The problems in software development are people, not technology, so a manager's job is to deal with relationships**
+- **Chapter 2: Factory management of physical work does not help manage mental software development work**
+- **Chapter 3: Spanish management loses workaholic employees and reduces productivity**
+- **Chapter 4: Spanish management that sets unreasonable deadlines will reduce quality / Whether or not the market and customers will take the initiative in quality control will affect quality**
+- **Chapter 5: A manager's job is not to set deadlines, but to pounce on subordinates at the right time**
+- **Chapter 6: Being productive isn't about making people work, it's about motivating people to work**
+
+### summary:
+
+* **The manager's job is to motivate the programmers to work**
+* **If you pay attention to it, you will know whether the management of software development is appropriate**
+
+## Part II Office environment and productivity
+
+- **Chapter 7: Inflexible Office Environments Affect Programmer Productivity**
+- **Chapter 8: The increase in overtime hours may be due to a bad office environment / So we need to fight the "equipment police" **
+- **Chapter 9: Seats aren't meant to be taken out**
+- **Intelmezzo: Productivity measurement is for the benefit of programmers**
+- **Chapter 10: Uninterrupted time is the programmer's real work time**
+- **Chapter 11: Which is more important, productivity or the phone? **
+- **Chapter 12: Let's discuss the office environment openly / Managers should try to secure the office environment**
+- **Chapter 13: It is important for team members to design team and individual office environments with productivity in mind / Managers should start from their own place (that is the organic order) It's good for you)**
+
+## Part III Aligning human resources
+
+- **Chapter 14: Hiring like-minded people and making them look the same is bad for your employees**
+- **Chapter 15: Do you have a saying about leadership? "Then show it first**
+- **Chapter 16: Hire people who fit in the team**
+- **Chapter 17: There is also a way to strengthen ties by grouping people with various roots and attributes**
+- **Chapter 18: Let's understand the environment in which programmers can do their real work**
+- **Chapter 19: Take measures to make people feel that they can stay longer**
+- **Chapter 20: Investing in employees is subject to management**
+
+## Part Ⅳ Developing a highly productive team
+
+- **Chapter 21: Give Your Team Goals**
+- **Chapter 22: Successful Teams Have Uniqueness**
+- **Chapter 23 & 24: There are many ways to destroy a team**
+   - Prevent subordinates from failing
+   - Do things in a bureaucratic way
+   - Distribute your work area
+   - Belong to multiple teams
+   - sacrifice quality
+   - Set bluff delivery dates
+   - remove people from the team
+   - Use motivational goods
+   - work overtime
+- **Chapter 25: Don't Let Your Team Compete**
+- **Chapter 26: Let's create a little collaboration opportunity**
+- **Chapter 27: Take off your kamishimo**
+   - Trust subordinates and let them do their jobs
+   - Allow subordinates to work quietly
+   - Tacitly tolerate actions that differ from management's judgment
+   - Attach colleagues you want to work with
+- **Chapter 28: A manager's job is to devise ways to encourage team cohesion**
+   - Adhere to the principle of quality first
+   - Set a lot of boundaries in your work
+   - Give your team an elite mentality
+   - Don't disband your team once united
+   - Managers are not part of the team
+   - Get outsiders on your team
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