Management – Changing landscape and its vitality for a professional

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One of the significant realizations that inspired me to write this post is the realization that most professionals become leaders such as managers in most parts of their careers. Most of them, no matter how old they are, cannot manage people in the changing landscape. What was considered effective a decade ago, may not be effective today.

An inherently participative model drives modern-day team leadership unlike the hierarchical model of the industrial age. Organizations are performing research into the effective management of workplace today dominated by millennials. A hierarchical model where followers are asked to do specific things without critique and critical thinking are things of the past. The stick-and-carrot model of past can do more harm in the modern day than benefiting the company or a leader.

The leader-follower relationship quality prediction started in the 1980’s through the vertical-dyadic theory.The theory investigates the relationship building over a period, predicting how good a leader can be. We can broadly classify the relationship of followers with the leader as in-group and out-group. In in-group members have a higher affinity with the leader with better communication, and they praise each other. In out-group, the members are imposed or told what to do without two-way communication. LMX (Leadership exchange theory) is an improved version of the dyadic theory, where there is a continuum of the relationship between leaders and followers. There are cases where followers have high interaction with leader and situations where the leader has formal communication. As a follower, a person can take steps to get from out-group to in-group, and it is not always up to the leader to take steps. A leader can influence a follower in a way that is beneficial for the team and the organization, which is known as influencing organizational citizenship behavior (OCB). This leads to the follower taking more than what the job description states and ensuring high-quality exchange between the leader and the followers. A leader has a certain span of control which can be used to influence the followers to behave this way. The more OCB we have in the high-quality network, then the higher the performance of the company. There is also the social identity component when people identify that they are a part of the company. The way the organization behaves becomes a part of who they are and how they describe themselves, and which in turn leads them to perform better. 

As a team leader, to bring followers into the in-group from out-group, one must try building bonds with open communication and appreciation of their efforts. Influencing organization citizenship behavior within the leader’s span of control would lead them to perform better and providing them with the social identity, and higher purpose of their work would inspire them to work closely with the team and leader. In addition to this, researchers have found out that when a leader or a set of people believe that a group of people can work effectively, setting high expectations, they would inturn become high performers. This is otherwise called the Pygmalion effect – the phenomenon whereby higher expectations lead to an increase in performance. It is hence vital to ensure that high expectations of colleagues or followers, else the thought of low expectations would lead to low performing employees. Psychological safety is one of the most critical factors of effective and top performing teams as identified by Google. A leader must ensure psychological safety, providing an open line of communication and ensuring their opinions are valued without repercussions to their ideas and critiques. Convert disengaged people to show out their potential and through active participation and demonstration of the cognitive and emotional self. Acknowledging uncertainty, interdependence, encouraging critique, idea exchange and modeling curiosity through questions should be the given importance at the workplace.

The four of the most valuable things to ensure success in the future workplace is psychological safety, creativity, critical thinking and cognitive flexibility (or the ability to see the problem from multiple viewpoints).

Installing Tensorflow(GPU), OpenCV and dlib on Ubuntu 18.04 Bionic Beaver

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For those who are ready for machine learning and computer vision with the updated versions of OpenCV, dlib, Tensorflow (GPU) on the Bionic Beaver.

Install synaptic and atom from Ubuntu’s package manager

sudo ubuntu-drivers autoinstall
sudo add-apt-repository ppa:graphics-drivers/ppa
sudo apt update

search and install nvidia-390 from synaptic

Download CUDA 9.0 (It has to be 9.0 for Tensorflow 1.8):

And Download cuDNN v7.1.3 for CUDA 9.0:

sudo chmod +x
sudo chmod +x
sudo chmod +x
sudo ./ --override
sudo ./
sudo ./

DO NOT INSTALL THE DRIVER AND SAMPLES IN THIS PART! Ignore the fact that they give you a warning for the driver not being installed. This is because the installer cannot detect the installed driver in your system, which we installed earlier through synaptic.

sudo apt-get install cuda-9
sudo apt-get upgrade
tar -zxvf cudnn-9.0-linux-x64-v7.1.tgz
sudo cp -P cuda/lib64/* /usr/local/cuda-9.0/lib64/
sudo cp  cuda/include/* /usr/local/cuda-9.0/include/
sudo chmod a+r /usr/local/cuda-9.0/include/cudnn.h
sudo apt-get install libcupti-dev
sudo atom ~/.bashrc

And add these lines:

export PATH=/usr/local/cuda-9.0/bin${PATH:+:${PATH}}
export LD_LIBRARY_PATH=/usr/local/cuda-9.0/lib64${LD_LIBRARY_PATH:+:${LD_LIBRARY_PATH}}

source ~/.bashrc
sudo apt-get update
sudo apt-get install build-essential cmake libopenblas-dev liblapack-dev libx11-dev libgtk-3-dev python python-dev python-pip python3 python3-dev python3-pip

Download and install Anaconda Python 3.6 (I use 3.6 universally and 2.7 for scientific computations)

Create environment using an environment name (envname)

conda create -n envname python=2.7
source activate envname
pip install numpy pillow lxml jupyter matplotlib dlib protobuf
sudo apt -y install python-opencv
conda install -c conda-forge opencv 
sudo snap install protobuf --classic
pip install --upgrade tensorflow-gpu

To KILL process and clear memory of GPU:


and kill the process causing unwanted memory usage

sudo kill -20483 PID.

Do we actually use all those publications in journals in real life?

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It is quite an intriguing question I was asking myself, despite numerous publication in high-quality journals about new research in science, technology, management and psychology; we rarely use them. Be it at the universities that submit the papers to journals or in the people in their real life.

A simple example would be in management, how a school manages or mismanages student experience or how a team in the University administers a conference. How they utilize research in human psychology to avoid anxiety, stress, and harassment to train the students well enough to enable to contribute to the society. The absence of which makes such academic institutions mouthpieces to research with no use of its own.

A classic example of good management by the educational institution was that of the case of one of last year’s APS  conference, where over 30 thousand people were well managed and taken the care off, and without any source of anxiety.

I have also had an exact opposite experience in another conference.

The belief that the productive use of research will benefit society is under question in such cases.

Few modest upgrades

The need of large data backup and for the safe storage of data without the voltage variations damaging USB hard disk drive, a WD cloud drive was found to be ideal . Memory upgrades with high speeds are required for processing of memory heavy datasets and hence the Vengance Pro memory cards with the solid performance and speeds was suitable. The requirement of processing and manipulation of large sets of data was solved by the 640 CUDA core Nvidia EVGA 750 Ti overclocked cards.


Finally my own copy of HONY-Humans of New York

Its things like TED talk and Brandon Stanton’s Humans of New York, that re-assures faith in Humanity. HONY tells stories of people not just from New York, but from around the world and makes us feel how similar we are to them. His recent visits to war-zones in world, showed us how misguided the world is about the outlook of the life of people there, through stories of people, kids, families… their simple lives. This captured the hearts of many, made us see a world in a different perspective and many of his Facebook followers, even insisted that he should show this to the world leaders, the U.N and which could hopefully make a difference.

I bought Stanton’s book called HONY Stories to own a piece of history in the making, to show my support to HONY. To remind myself of how simple life is and that everyone has their fair share of problems and moments of happiness in this complicated event called life.

A great TED talk about leaders and what makes them great.

For most millennials who I know, says that the TED talks, with speakers from around the world and from varied background, helps them restore faith in humanity. This TED talk quite struck me and it depicts the psychology of real leaders and people who follow them. What makes you feel safe under a leadership, instills trust, gives you the choice to do what you want to do, increase morale and make an organization or a group productive. It can be applied anywhere in the society from small scale companies to large scale organization and even in the academia. Simon Sinek give this brilliant TED talk and concludes by saying “isn’t that the organization what we would all like to work in”.

This is the reason that so many people have such a visceral hatred, anger, discontent at some of these banking CEOs, with their disproportionate salary and bonus structures, not the numbers. They have violated the very definition of leadership, they have violated this deep-seated social contract. – Simon Sinek

There are senior people in organizations who are no leaders and we do what they say because they have authority over us, but we would not follow them. I know many people at the bottom of the organizations who are absolutely leaders, because they have chosen to look at the person on the left of them and they have chosen to look at the person on the right of them, This is what a leader is – Simon Sinek