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#1
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I am a student of Warsaw School of Economics. I write a master's
thesis about a opinion on managers. I would like to ask you to fill in the survey (link below) by you and as many members of your group as possible. It will help me to write my thesis. It takes only up to 7 minutes to fill it in. The survey: http://entropy.be/~mag/limesurvey/in...=94762&lang=en If you could please also forward this mail to other members of the group. I will be rally grateful for your help. Yours sincerely |
#2
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#3
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#4
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J T wrote:
Sun, Feb 10, 2008, 5:12am (EST-3) doth request: I am a student of Warsaw School of Economics. I write a master's thesis about a opinion on managers. snip I respond. Most managers are lousy managers. Promoted to the level of their incompetence. I watched the process in action for 39 years. They never ceased to amaze me. How can you idiot proof management when the keep building better idiots? LdB |
#6
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B A R R Y wrote:
On Sun, 10 Feb 2008 20:54:29 GMT, (Doug Miller) wrote: While that may be the case in the trades, my experience professionally (as a programmer and software engineer) would suggest the opposite: that only rarely is a newly-minted college grad placed into any sort of supervisory role. Rather, supervisors are typically promoted from within the ranks of competent workers Not at the Fortune 50 company I, and at least one other participant on this group, work for. 20-something MBA's are "fast tracked", where they never spend enough time in one spot to have their actual effects measured. By the time the "improvements" take effect, they're long gone. I am not a rank and file hourly employee, but someone in a high enough place to see far enough to know how clueless some of these "stars" are. On the other hand, some of our rank and file folks actually take overall compensation cuts, once benefit costs and overtime pay is accounted for, to accept a "promotion". More and more of the excellent employees are taking a pass on management, creating more opportunities for the off-the-street manager. I worked for a number of those... some were really good. They usually quit as they realized they could do better elsewhere. For a short time I had a 24 year old plant manager (second level) who had a total of three years with the company. The first day in our office was the first time he had been inside a telco central office. We had a lot of fun with that one! After about eight months on the job was again promoted. -- Jack Novak Buffalo, NY - USA |
#7
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On Sun, 10 Feb 2008 20:54:29 GMT, (Doug Miller)
wrote: In article , (J T) wrote: I respond. Most managers are lousy managers. Why you ask? Because they were usually lousy supervisors who got promoted. Lousy supervisors usually are not promoted from within a company, but are often hired directly from college as graduates - so they think they kow it all, and do not bother to learn what the worers under their supervision actually do. While that may be the case in the trades, my experience professionally (as a programmer and software engineer) would suggest the opposite: that only rarely is a newly-minted college grad placed into any sort of supervisory role. Rather, supervisors are typically promoted from within the ranks of competent workers -- and become incompetent supervisors. The phenomenon was studied in some depth in the late 60s ["The Peter Principle", Peter, Laurence J., Morrow & Co., 1969] and doesn't seem to have changed at all since then. Never was the Peter Principle more in evidence than in the Air Traffic Division of the FAA. I can't speak to other divisions, but I have my opinion. The difference between your experience and mine in the FAA was that for the most part, people who chose the management track were people who couldn't work airplanes very well and were scared, or in rare cases, people who could work airplanes competently but were scared. It was often the case (too often to be coincidence and far too often to just be a minor statistic) that when the airplanes came they weren't to be found. We called them "rush duckers." They were first in line when staff specialist jobs (necessary boxes to be checked for consideration for promotion, but better yet, a perfect hiding place for rush duckers) became available. They may even have become decent staff people, but as anyone who has been in the trenches knows, there's a huge difference between line experience and competency and staff experience and competency. That said, there were some lousy managers with long time line experience (the true Peter examples) and there were some decent ones (rarely) who had been rush duckers. Of course one couldn't have much respect for the latter, because being a rush ducker not only made the rest of us have to work harder, but they also occupied a place that a potentially competent candidate could have taken to check his own box. The thing that amazed me in 30 years was how consistent the FAA was in choosing horrid managers. I could write a book. Actually, I'm working on one, but I don't know if it's publishable. -- LRod Master Woodbutcher and seasoned termite Shamelessly whoring my website since 1999 http://www.woodbutcher.net http://www.normstools.com Proud participant of rec.woodworking since February, 1997 email addy de-spam-ified due to 1,000 spams per month. If you can't figure out how to use it, I probably wouldn't care to correspond with you anyway. |
#8
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"B A R R Y" wrote: Not at the Fortune 50 company I, and at least one other participant on this group, work for. 20-something MBA's are "fast tracked", where they never spend enough time in one spot to have their actual effects measured. By the time the "improvements" take effect, they're long gone. snip I left major corporate America more than 25 years ago. As I read this post, I'm reminded of an old saying, "The more things change, the more they stay the same." Lew |
#9
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#11
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Nova wrote:
B A R R Y wrote: On Sun, 10 Feb 2008 20:54:29 GMT, (Doug Miller) wrote: While that may be the case in the trades, my experience professionally (as a programmer and software engineer) would suggest the opposite: that only rarely is a newly-minted college grad placed into any sort of supervisory role. Rather, supervisors are typically promoted from within the ranks of competent workers Not at the Fortune 50 company I, and at least one other participant on this group, work for. 20-something MBA's are "fast tracked", where they never spend enough time in one spot to have their actual effects measured. By the time the "improvements" take effect, they're long gone. I am not a rank and file hourly employee, but someone in a high enough place to see far enough to know how clueless some of these "stars" are. On the other hand, some of our rank and file folks actually take overall compensation cuts, once benefit costs and overtime pay is accounted for, to accept a "promotion". More and more of the excellent employees are taking a pass on management, creating more opportunities for the off-the-street manager. I worked for a number of those... some were really good. They usually quit as they realized they could do better elsewhere. For a short time I had a 24 year old plant manager (second level) who had a total of three years with the company. The first day in our office was the first time he had been inside a telco central office. We had a lot of fun with that one! After about eight months on the job was again promoted. Thus far, where I work this has not been the case. OTOH, customer relationships are a huge part of our business, you don't get and keep contracts without a well-established track record and good contacts. One example, a number of late-30's early-40's people were in a conference room prior to a meeting in which customers would be present. The senior customer walked in the room, looked around at the people chatting with each other (this was about 10 minutes prior to the meeting, so nothing was wrong with that), muttered "Where are the @#$% adults?" and walked out until the program senior manager came into the room. -- If you're going to be dumb, you better be tough |
#12
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J T wrote:
Sun, Feb 10, 2008, 4:42pm (EST-1) (L D'Bonnie) doth sayeth: Promoted to the level of their incompetence. snip Sometimes they were promoted ABOVE the level of their incompetence, to try to get someone in the position that was actually competent. Sometimes it worked, sometimes not. Now, for an example of incompetence in high places, one place I worked they had a policy of laying off the junior people and demoting the senior people any time there was a downturn in business. The end result after 50 or so years of this was that they were staffed almost entirely by old guys who couldn't get another job. Most of these people they had left didn't _have_ a level of competence. Not sure if that beats another place I worked where the boss thought that her job was to fire people. She fired at least one a month, sometimes more. JOAT - who does not want e-mail from people I don't know... 10 Out Of 10 Terrorists Prefer Hillary For President - Bumper Sticker I don't have a problem with a woman president - except for Hillary. -- -- --John to email, dial "usenet" and validate (was jclarke at eye bee em dot net) |
#13
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B A R R Y wrote in
: On Sun, 10 Feb 2008 20:54:29 GMT, (Doug Miller) wrote: While that may be the case in the trades, my experience professionally (as a programmer and software engineer) would suggest the opposite: that only rarely is a newly-minted college grad placed into any sort of supervisory role. Rather, supervisors are typically promoted from within the ranks of competent workers Not at the Fortune 50 company I, and at least one other participant on this group, work for. 20-something MBA's are "fast tracked", where they never spend enough time in one spot to have their actual effects measured. By the time the "improvements" take effect, they're long gone. I am not a rank and file hourly employee, but someone in a high enough place to see far enough to know how clueless some of these "stars" are. On the other hand, some of our rank and file folks actually take overall compensation cuts, once benefit costs and overtime pay is accounted for, to accept a "promotion". More and more of the excellent employees are taking a pass on management, creating more opportunities for the off-the-street manager. --------------------------------------------- ** http://www.bburke.com/woodworking.html ** --------------------------------------------- Sounds like IBM. They started their 'fast track' program in the seventies and set a standard for management incompetence. I hope they stay in business for another 34 years (I'll be 100 years old at that time and plan on getting shot out of the saddle by a jealous husband) without raiding the pension funds. Hank |