Overview EditTime-Motion Managers are the people you go to when looking to coordinate things efficiently, from a manufacturing process, to a research team, to a mechanical device. Much of their non-computer construction/mechanics have been given over into the care of the Macrotechnicians Methodology over the past several years.
The TM Managers spring from an early focus on making production processes better. They are very much focused on setting a goal, moving toward it by the shortest possible path, and then achieving that goal with as little deviation as possible. Such techniques as interchangeable parts, the assembly line and Total Quality Management (some of which have been more successful than others) have all come out of this Methodology. In general they have been very successful in introducing their technologies into the Consensus and originated many technologies that the Masses think of as integral to the modern Western lifestyle, from the inclined plane, to the automobile, to the wireless LAN. When it comes to interpersonal relations, the TM Managers can rival the NWO for management techniques, and have had their methods more warmly received. When organizing a corporate board to efficiently run a business, it’s thousands of years of their expertise you’re calling on, from Robert’s Rules of Order, to the Chairman’s position.
The TM Managers were originally the crafters and artisans who built and maintained the devices, both mechanical and personal, that tied society together. From the Round Table to Charlemagne’s companions to the terracotta armies of Qin Shihuang, odds are high that a TM Manager precursor whose story has been distorted in the telling was there behind it all. The technologies that have been introduced from such ancient sources are still inspiring the making of wonders today, whether it be the steel skeleton of a skyscraper or the super-fast circuits of a handheld computer.
With the creation of the Macrotechnicians Methodology, the MT Managers have enjoyed the ability to really focus on the two things they do well: Management and Computer Science.
On the computer science side of the methodology, concern for the issues of maximizing human potential is at best a minor issue. Researchers are always propelling themselves toward smaller, faster, more portable computing environments. Their computing experts make most of the advanced computing hardware used by the Technocracy. That includes everything from vast Statistician multi-petabyte database repositories, to Progenitor bio-monitoring hardware, to Syndicate laptops. (Notably, though, while the TM Managers provide most of the hardware, it’s the Statisticians who provide most of the software expertise.) Here you have the expected physicists, mechanical engineers, electronic engineers and the academics who try to turn theory into practice. Recently, though, there are a number of psychologists and interface design specialists who are working hard to optimize not only the machine itself, but the way the user interfaces with the technology.
On the other side you have management, and it's easy to overlook their influence on every major project inside and outside the Technocracy. Managing computer programmers was once referred to as “herding cats,” and there is no one more qualified to move felines around than a management-focused TM Manager. Using detailed personality profiles, psychological insights and enlightened understanding of how groups work together, they can turn a group of ego-driven individualists and make them a coherent and efficient team in under a month. Obviously, most of the computer engineering businesses of the methodology are overseen by managers as well. Influenced by the It X bias toward actually walking the talk, most managers have expertise in the areas they coordinate, whether that be computer design or military service. Many cross-train with other Conventions in order to serve as effective managers for their projects as well.
Sphere Focus Edit
TM Managers hold only slightly fewer leadership positions than the Statisticians. Usually it depends on the nature of leadership needed. Statisticians decide where the convention is going. TM Managers lead when they need to get there as smoothly as possible.
It's the TM Managers who do the regular performance reviews for Convention members so the average It Xer's view of the methodology is usually based on how they came out looking at their last one.