first I work in a mental hospital - the new book Wehrle
Keep Your Company (sometimes) for an asylum? Console yourself, you are not alone!
seemingly reputable companies turn out to be duds, Geldvernichter, Chaos troops. "Ashamed" According to a survey, 50 percent of German workers for their company. What abstruse flowers of insanity in the company as an employee is driving and how to deal with a problem, I describe in my new book: "I work in a mental institution - from ordinary office life" (Econ, 14,99 €). There you will learn include:
first What madness is happening every day under the roofs of seemingly reputable companies.
second How crazy is your own employer - by a "big madhouse test" third How mistaken as a candidate companies using an early warning system detects.
leaves look inside the madhouse!
second Biscuits Arabia: Three examples of corporate madness
Here are three samples of corporate madness, as he (for me) is in the book:
Example 1: The crazy disease killer The boss of a medium-sized sporting goods manufacturer wants to anyway small number of absences reduce its staff further. So he praises from a premium to anyone who registered by the end of any day of absence. When the next flu season rears, no employee wants to swish the premium All drag themselves posted to work. Influenza viruses have an easy time, wander from office to office. Finally, a third of the employees at the same time is ill. At the end of the year, the number of sick days has risen dramatically.
Example 2:
Fatale
dismissal, the employee of a graphics company looks to the intranet, which hire new employees in his company. Among other things there, the new leader of his own department is presented. The only problem is that the employee knows nothing about it, that the leadership should go. So he speaks to his current department head. Is pale as a shroud - only in this way, he learns of his own degradation.
Example 3: Biscuits from Arabia
A North German corporation shall issue Savings program: Guests should not be entertained during meetings under four hours long. The famine is rampant. A wealthy investor from Arabia to leave a meeting after three hours - and comes back with a giant box of cookies from the group's own shop. Fraternally he shares his rations with the employees of the Group. Others attach to the deleted service as reflected in their stomach - and place their orders with millions of competitors.
third Little test: Do you work in an insane asylum?
How do you know can quickly
, if your company is a madhouse? Over the years, my four important features are noticed least one of which must apply:
first hypocrisy: The company does not do what she says and does not say what it does. It promises to employees (and customers) more than it holds. It maintains guidelines that do not apply. It provides requirements that exclude each other. Only a moral is sacred to her: the double standard. Truth is what you good. Such firms are specialists in facade construction - only its external image is flawless.
second profiteering : The company feels only a "higher" goal must: profit maximization. The customer is only one source of income for them, an "Account", and the staff is only a black man who can walk, if he has done his duty, and the environment for them is just a commodity that needs to exploit it. The excavator of the personnel and cost reductions strike without scruple. Above all, act according to this plutocratic corporate maxim.
third
egocentrism: The company is mainly concerned with himself - not with the market. It defines processes, celebration meetings, usually red tape, foam strikes. Time there Chaos, for example following a restructuring, then paralysis, such as after a budget lock. Employees are also fixed on the boss. The customer plays the last violin.
4th dilettantism : The company stumbles over his own feet. Here, no business is conducted here is dabbled happily. The executives do not earn its name. Decisions will be rolled. The horizon extends no further than the city bus. Especially in the middle class itself is spreading this incompetent lunatic asylum type.
4th The wide early warning system: avoid mental hospitals as a candidate
How do you manage it as a candidate to avoid deceptive business? Subtle signals in the application process, you should surely pull. In my book, I run 25 "early warning signals" on - based here three as a sample, to the vacancy alert:
How often published?
Find whether the vacancy has been published many times, perhaps months before. This can mean three things: Either the place was not to occupy, because the employer has utopian claims. Or the top candidates are the sight of a lunatic asylum jumped. Or - most likely - someone came up to the job, but was sacked in the trial period. This may indicate a rough business culture, a difficult boss and little patience when training.
size
Adjusts the size of the display on the importance of the company? Large companies want the small ads, are often consumed by greed. Be sure that such a company
not assume the Spendierhosen, if you want more pay or going to have an important investment for the future. By contrast, large-format ads to point to an unknown company fraud and dubious business models - especially if high salaries for little work are promised: "10,000 euros, half day, from home."
headhunter looking
A company looking to headhunter, has good reasons for it. For example: one whose job will be reassigned, yet know nothing of his misfortune. Or the employees should not be put in trouble, because the x-th Supervisors in a short time is open to them. Or, customers and business partners to create the illusion of stability to be maintained.
makes all this a climate of secrecy, rigid hierarchical thinking and lack of appreciation of fear of the employees - especially when the vacant position not rare specialists or senior managers require, but have been too occupied by a self-listing would be.
More can be found in the book:
http://www.amazon.de/dp/3430200970?tag=1gehalts2karr-21&camp=1410&creative=6378&linkCode=as1&creativeASIN=3430200970 & ; adid = 191NJNCXGHJGD337M4Y4
Source:
Martin Wehrle
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