83,498
edits
Middle management ouija: Difference between revisions
Jump to navigation
Jump to search
no edit summary
Amwelladmin (talk | contribs) m (Amwelladmin moved page Middle management ouija board to Middle management ouija) Tags: Mobile edit Mobile web edit |
Amwelladmin (talk | contribs) No edit summary |
||
| Line 5: | Line 5: | ||
Who is it? Whose bright idea was it, exactly, to oblige the staff to tilt at all these windmills? | Who is it? Whose bright idea was it, exactly, to oblige the staff to tilt at all these windmills? | ||
It is not the [[CEO]]’s: she floats above the fray, above the messy operational layer. She could care not a row of buttons about the federation of employees | It is not the [[CEO]]’s: she floats above the fray, above the messy operational layer virtue signalling her [[Change paradox|paradoxical thoughts]] about the need for change and agility to the ravenous [[obsequitariat]]. She could care not a row of buttons about the federation of employees, much less the [[management information and statistics]] they generate, as long as they are generating enough cash or, failing that, [[Stakeholder capitalism|good works]], to justify her salary. | ||
Nor will any of functionaries nominally in charge of the [[workstream]] own it. When quizzed on the topic, every one will instantly agree that, to take a random example, the 365 [[performance appraisal]] system is from its foundations up a nonce; it achieves nothing, wastes time, encourages bad behaviour and fosters resentment, rancour and demotivation. The more literate ones will even cite the passage from ''HBR'' in 1975 that established this beyond all reason. | Nor will any of functionaries nominally in charge of the [[workstream]] own it. When quizzed on the topic, every one will instantly agree that, to take a random example, the 365 [[performance appraisal]] system is from its foundations up a nonce; it achieves nothing, wastes time, encourages bad behaviour and fosters resentment, rancour and demotivation. The more literate ones will even cite the passage from ''HBR'' in 1975 that established this beyond all reason. | ||