Applications are becoming more and more sophisticated as languages such as Python open the doors to the world of programming for people who have the creative vision but always felt actually writing code was beyond their grasp.

A large part of any programs success is based on how well it can react to the events which it has been programmed to understand and listen for.

A good example of an event would be when the user clicks a button on the applications window. What happens when that button is clicked?

Well, the first thing that happens is the operating system sends out a message to let any listening software know that the button was clicked. Next, your application needs to do something in response to that event.

Studying a functional programming language is a good way to discover new approaches to problems and different ways of thinking. Although functional programming has much in common with logic and imperative programming, it uses unique abstractions and a different toolset for solving problems. Likewise, many current mainstream languages are beginning to pick up and integrate various techniques and features from functional programming.

Many authorities feel that Haskell is a great introductory language for learning functional programming. However, there are various other possibilities, including Scheme, F#, Scala, Clojure, Erlang and others.

Haskell is widely recognized as a beautiful, concise and high-performing programming language. It is statically typed and supports various cool features that augment language expressivity, including currying and pattern matching. In addition to monads, the language support a type-class system based on methods; this enables higher encapsulation and abstraction. Advanced Haskell will require learning about combinators, lambda calculus and category theory. Haskell allows programmers to create extremely elegant solutions.

Scheme is another good learning language -- it has an extensive history in academia and a vast body of instructional documents. Based on the oldest functional language -- Lisp -- Scheme is actually very small and elegant. Studying Scheme will allow the programmer to master iteration and recursion, lambda functions and first-class functions, closures, and bottom-up design.

Supported by Microsoft and growing in popularity, F# is a multi-paradigm, functional-first programming language that derives from ML and incorporates features from numerous languages, including OCaml, Scala, Haskell and Erlang. F# is described as a functional language that also supports object-oriented and imperative techniques. It is a .NET family member. F# allows the programmer to create succinct, type-safe, expressive and efficient solutions. It excels at parallel I/O and parallel CPU programming, data-oriented programming, and algorithmic development.

Scala is a general-purpose programming and scripting language that is both functional and object-oriented. It has strong static types and supports numerous functional language techniques such as pattern matching, lazy evaluation, currying, algebraic types, immutability and tail recursion. Scala -- from "scalable language" -- enables coders to write extremely concise source code. The code is compiled into Java bytecode and executes on the ubiquitous JVM (Java virtual machine).

Like Scala, Clojure also runs on the Java virtual machine. Because it is based on Lisp, it treats code like data and supports macros. Clojure's immutability features and time-progression constructs enable the creation of robust multithreaded programs.

Erlang is a highly concurrent language and runtime. Initially created by Ericsson to enable real-time, fault-tolerant, distributed applications, Erlang code can be altered without halting the system. The language has a functional subset with single assignment, dynamic typing, and eager evaluation. Erlang has powerful explicit support for concurrent processes.

Computer Programming as a Career?

What little habits make you a better software engineer?

Being treated like a twelve year old at work by a Tasmanian-devil-manager and not sure what to do about it? It is simply a well-known fact that no one likes to be micro managed. Not only do they not like to be micro managed, but tend to quit for this very reason. Unfortunately the percentage of people leaving their jobs for this reason is higher that you would imagine. Recently, an employee retention report conducted by TINYpulse, an employee engagement firm, surveyed 400 full-time U.S. employees concluded that, "supervisors can make or break employee retention."

As companies mature, their ability to manage can be significant to their bottom line as employee morale, high staff turnover and the cost of training new employees can easily reduce productivity and consequently client satisfaction.  In many cases, there is a thin line between effective managing and micro managing practices. Most managers avoid micro managing their employees. However, a decent percentage of them have yet to find effective ways to get the most of their co-workers.  They trap themselves by disempowering people's ability to do their work when they hover over them and create an unpleasant working environment. This behavior may come in the form of incessant emailing, everything having to be done a certain way (their way), desk hovering, and a need to control every part of an enterprise, no matter how small.

Superimpose the micro manager into the popular practice of Agile-SCRUM methodology and you can imagine the creative ways they can monitor everything in a team, situation, or place. Although, not always a bad thing, excessive control, can lead to burnout of managers and teams alike.  As predicted, agile project management has become increasingly popular in the last couple of decades in project planning, particularly in software development.  Agile methodology when put into practice, especially in IT, can mean releasing faster functional software than with the traditional development methods. When done right, it enables users to get some of the business benefits of the new software faster as well as enabling the software team to get rapid feedback on the software's scope and direction.

Despite its advantages, most organizations have not been able to go “all agile” at once. Rather, some experiment with their own interpretation of agile when transitioning.  A purist approach for instance, can lead to an unnecessarily high agile project failure, especially for those that rely on tight controls, rigid structures and cost-benefit analysis.  As an example, a premature and rather rapid replacement of traditional development without fully understating the implications of the changeover process or job roles within the project results in failure for many organizations.  

In recent decades, companies have become remarkably different than what they were in the past. The formal hierarchies through which support staff rose towards management positions are largely extinct. Offices are flat and open-plan collaborations between individuals with varying talent who may not ever physically occupy a corporate workspace. Many employed by companies today work from laptops nomadically instead. No one could complain that IT innovation hasn’t been profitable. It’s an industry that is forecasted to rake in $351 billion in 2018, according to recent statistics from the Consumer Technology Association (CTA). A leadership dilemma for mid-level IT managers in particular, however, has developed. Being in the middle has always been a professional gray area that only the most driven leverage towards successful outcomes for themselves professionally, but mid-level managers in IT need to develop key skills in order to drive the level of growth that the fast paced companies who employ them need. 

What is a middle manager’s role exactly? 

A typical middle manager in the IT industry is usually someone who has risen up the ranks from a technical related position due to their ability to envision a big picture of what’s required to drive projects forward. A successful middle manager is able to create cohesion across different areas of the company so that projects can be successfully completed. They’re also someone with the focus necessary to track the progress of complex processes and drive them forward at a fast pace as well as ensure that outcomes meet or exceed expectations.

What challenges do middle managers face in being successful in the IT industry today? 

While middle managers are responsible for the teams they oversee to reach key milestones in the life cycle of important projects, they struggle to assert their power to influence closure. Navigating the space between higher-ups and atomized work forces is no easy thing, especially now that workforces often consist of freelancers with unprecedented independence. 

What are the skills most needed for an IT manager to be effective? 

Being educated on a steady basis to handle the constant evolution of tech is absolutely essential if a middle manager expects to thrive professionally in a culture so knowledge oriented that evolves at such a rapid pace. A middle manager who doesn't talk the talk of support roles or understand the nuts and bolts of a project they’re in charge of reaching completion will not be able to catch errors or suggest adequate solutions when needed. 

How has the concept of middle management changed? 

Middle managers were basically once perceived of as supervisors who motivated and rewarded staff towards meeting goals. They coached. They toggled back and forth between the teams they watched over and upper management in an effort to keep everyone on the same page. It could be said that many got stuck between the lower and upper tier of their companies in doing so. While companies have always had to be result-oriented to be profitable, there’s a much higher expectation for what that means in the IT industry. Future mid-level managers will have to have the same skills as those whose performance they're tracking so they can determine if projects are being executed effectively. They also need to be able to know what new hires that are being on-boarded should know to get up to speed quickly, and that’s just a thumbnail sketch because IT companies are driven forward by skills that are not easy to master and demand constant rejuvenation in the form of education and training. It’s absolutely necessary for those responsible for teams that bring products and services to market to have similar skills in order to truly determine if they’re being deployed well. There’s a growing call for mid-level managers to receive more comprehensive leadership training as well, however. There’s a perception that upper and lower level managers have traditionally been given more attention than managers in the middle. Some say that better prepped middle managers make more valuable successors to higher management roles. That would be a great happy ending, but a growing number of companies in India’s tech sector complain that mid-level managers have lost their relevance in the scheme of the brave new world of IT and may soon be obsolete.