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Showing 26 - 30 of 34 Tales in "Management".
Tale # 108
Dept: Management Score: 9
Jul 14th 2007 Submitted by Jim Armbruster
“A new way to boost morale”
A donut I was working for an internet company some time back that had ridiculous expectations of its staff. We'd work an average of 60 hour weeks, paid for 40 but we were all relatively young and were somehow convinced that was what people did.

The owner was the type that you just knew woke up and while looking in the mirror kept trying to convince himself that he as a good person.

He kept the clients and communication with them so TIGHT that I'd be told, in passing, about critical details only days before MAJOR things were to be acted on. This, set me up for failure time and time again as the only Senior Project Manager.

Eventually, I was fired. The following Monday that owner thought it best to buy himself a Ferrari. I can only imagine the contempt that my fellow co-workers must have had. LINK
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Tale # 509
Dept: Management Score: 9
Nov 3rd 2010 Submitted by D_M
“Fire! Ready! Aim! ”
A donut I worked at a small software development company. In order to get our product to it's target demographic we employed teams of independent contractors to represent the company and sell our software.

Because of this it was necessary to have a weekly conference call with as many of our contractors as possible to provide updates, selling tips, inform them of incentive bonuses and recognize successful agents.

The problem was that the executives who ran our company didn't know the first thing about the software development process nor were they big believers in communicating with their support staff.

This led to a weekly occurrence where the executives would announce launch dates within the month for new features or new software. Features and software our developers hadn't been aware of yet and thus hadn't begun programming.

Since these launch dates were typically within a matter of weeks we we're usually lucky to get an untested and buggy product up and running by our deadline.

Sadly it wasn't just the development team that got shafted by this. Every single employee was kept in the dark about these changes to policy until hours, sometimes days after they were announced to the field. This of course resulted in the most common answer to any agent or customer inquiry to be a simple "I don't know". LINK
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Tale # 122
Dept: Management Score: 9
Sep 24th 2007 Submitted by Anonymous
“Give with one hand...”
A donut I used to work for an engineering firm that had to downsize during the post-2001 economic downturn. There was much hand-wringing and apologizing for it, but in the end about 15% of the staff were given a month's notice. About two weeks into this month, the CEO cheerily sent out an e-mail saying that they were thinking about hiring someone full-time to set up a permanent coffee/sandwich stall in the lobby. One of the outgoing staffers decided to hit 'reply to all' and wrote a very lengthy, expletive-filled diatribe about how insulting it was to be fired to make way for a sandwich stall. LINK
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Tale # 127
Dept: Management Score: 8
Nov 19th 2007 Submitted by Murchadh Ruisia
“Lies and Deceit”
A donut I worked for nearly 20 years as an emergency planner for a Scottish local authority.

On Wednesday 15 February 2006, I was invited to a meeting with my line manager at 1400 hours in his office. He advised me that our departmental director had identified the production of a generic major incident plan as a priority and she wanted it completed within three months. He said that I was to move into an empty office across from his own and we would work on it together. I was extremely surprised by this instruction, especially as it meant that that I would be unable to discharge other duties that fell to me in my position, not only in respect of my employing authority, but also under a service level agreement for the local health service.

I suspected that I was being set up for disciplinary action. My managers would have expected me to fight tooth and nail to remain in the Emergency Centre. I raised no objection to his proposal and his demeanour immediately confirmed that my acquiescence was unexpected. I asked him what was going to happen to the Emergency Centre and he said that his emergency planning assistant Jim (false name) would be there. The meeting went on much longer than I felt the discussion warranted but we were on reasonably amicable terms. Before leaving his office I suggested that he ring Jim and advise him what had been decided.

He agreed to this and I walked back to my office. When I got there shortly after 1600 hours, Jim was not there and I assumed that he had left just before I came back. About ten minutes later my manager phoned and told me that Jim had reported some problem at home to Personnel and had been allowed to go home early.

When I got to my office shortly before 0900 hours on Thursday 16 February, Jim was already there. He seemed to be very tense and he told me it was time to “put our cards on the table”. He said that he had been told to lie to me about the events of yesterday afternoon but that he was going to tell me all about it. He also said that he expected me to be straight with him. He told me that a clerical officer from Personnel had telephoned him just after I had left the office to meet my manager and told him to go home. This was on my manager's instructions, she said. Jim then told me that my manager had phoned him at home that evening and told him to tell me that he had asked to be allowed to go home. Jim also said that my manager had told him that I had said that he was not competent to do the work that I was going to be leaving behind. I was absolutely shocked. I never said this. I assured Jim that I have the highest regard for his ability and had never made a secret of that fact. Jim then went on to say that he had come in to work that day prepared to “rip my arms off and beat me to death with the stumps”, if I hadn’t persuaded him that I had not made any such statement about his competence.

I feel that my manager put me at considerable risk when he lied to Jim. He had told me himself that Jim had a problem with “anger management” and I consider that it was at the very least irresponsible, to put me in such a position.

My manager came to the Emergency Centre around 1000 hours that day with a technician from IT, to take away my PC and office chair. I confronted him about the false statement he had made to Jim. He told me that he had sent Jim home to protect him from me in case I had become angry at being required to move from my office. I was absolutely dumbfounded, I assured him that I don’t go around assaulting people and in any case, I can’t imagine someone as young, fit and strong as Jim (who used to be on a Royal Navy Field Gun Team), needing any protection from me. As far as Jim's competence is concerned, he stated that Jim had misunderstood the definition of 'competence' that he, my manager, had been using during their telephone conversation.

Mealy-mouthed, or what?

I no longer work with these people.

LINK
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Tale # 551
Dept: Management Score: 8
Oct 11th 2013 Submitted by chris
“the ”
A donut I worked as a lifeguard for a fairly large city. The Parks and Rec department had a director, assistant director, and then an aquatics director under the other 2.

We had just built a new aquatic center so the P & R director hired an independent consultant and a new aquatics director. She was new to the pool industry so didn't have much knowledge of how to handle a pool.

The consultant was the biggest idiot I'd ever met. The policies he started went against everything we are taught as lifeguards and even bordered on illegal. For instance, he became convinced that children were purposefully defecating in the pool (the children's pool for kids 12 and under, of course there is going to be poop in the pool). so instead of clearing the pool and shocking it with chemicals, he told us to keep people away from that area and have a manager scoop it out.

About halfway through the summer, the aquatics director made a decision (that she was hired to make) at the advice of the more experience guards but it went against the consultant. He had her fired for "insubordination."
I left after that summer. LINK
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Showing 26 - 30 of 34 Tales in "Management".