God wants you to be employed and employed. It is clearly stated and that you will be rewarded. The context of these words makes this message , even stronger because these words directed to slaves. Even involuntary for earthly masters counts as service to God.

This text not only tells us how we should view our work but why we should view in that way.

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The bible speaks directly about work. So does your boss- or at least he thinks that he is a god or god in his own mind.
Whatever you do , work at it with all your hear, as working for the Lord , not for men , since you know that you will receive an inheritance from the Lord as your reward. It is the Lord Christ that you are serving”.

Does that not sound like your boss , or that edict – that triple memo from head office ( bosses of bosses , boss heaven) that you just received Sunday night by registered mail.

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While it may be said that there are research bases for the principles and baseline of the science of management lots of luck when the basis entry level standard for candidates for management is to surgically remove at least 1/2 of their brains is the standard or standard process.

This may well be the loss of the management toolkit- stocked with a limited range of options and reactions none of which are effective in any manner or manners under most circumstances . So says management guru Riteway Strokon.

As an example it may be said that while counseling may be a useful tool with some problem employees ( such as Noell Vandal) , it is less than totally worthless with others. One behavioural , psychological or legal approach or attack may not be more useful in tact than another.

Does it work ? So says the science of the management. Againa and again – hypothesis , trial , hypothesis , trial , approach , application. Most craftsmen , as opposed to many if not most management scientists know full well that different tools are used in different jobs and in diffirent or similar job applications on the work site.

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In the first 11 years of “my career” of my “professional career” I wrestled with these issues as a “practicing manager” ( an oxymoron if you ever heard one) and human resources executive . As a problem arena, it is both a legal and psychological , both policy and politics , stress and mess.

In the last ten years I have had the opportunity to work ( work ? better torment and cause needless trouble and heartbreak, all for my ego- a legend in my own mind only) on a consulting basis for thousands and thousands of organizations and seen the universal nature of the problem – “We have seen the problem and it is us”.

It cuts across all industries , job descriptions , ages and educational levels. My client firms continually request assisitance with the problem.

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Managing problem people is the most frustrating part of management. Employees who cannot or will not perform are so out of sync with the manager’s own desire for achievment that they represent an almost insuperable communication problem. In top of the managers daily work pressures are heaped from the unwanted load of a few people who demand a disproportionate share of time attention.

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I came away from the experience shaking my head . I certainly did not feel that I had anything substantial in that meeting. What a waste of time and effort. Maybe the presence of a live audience helped our boss feel substantial and needed and necessary. Who needs such stupidity ?

It required time , patience , time and effort to put up with such stupidity. All for little apparent gain and game.

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She called her new assistant by the wrong name and didn’t care. Her coffee had to be on her desk first thing — hot — or else. She didn’t want to hear an excuse, she just wanted it done. No matter what “it” was.”

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A large group of us from work had taken an entire evening to travel from the suburbs into the city and site in a studio for over three hours -all to provide a live audience for our pastor’s TV program. Every couple of weeks the bosses would evaluate us “for own good”. Lot of luck.

The same people who beat you up in the sandbox when you were four years old are now in charge. Woody Allen said that “Those that don’t do teach those that cannot teach manage”.

What on earth can a manager teach an experienced employee who is on the front lines , is productive and has proven so by being gainfully employed a number of years by the firm or the specified industry.

Nothing more than self justification of insecure individuals to keep their so called perks and privileges. Perks can be defined as things given to management that in no way can be justified.

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Everyone has dealt with a credit-stealing coworker. And while wrestling recognition for your hard work and bright ideas from a glory-grabbing colleague can be tricky, you can usually resolve the situation by tactfully confronting the individual or, if that fails, bringing the issue to the attention of your manager.

But what do you do when your boss — the person who has significant control over your career — is the one taking credit for your ideas? After all, being too direct or going over his or her head can get you into trouble. Following are a few strategies that might help.

* Think carefully before complaining. Let’s say you spent weeks devising a cost-efficiency campaign that becomes a smashing success, but, at a meeting with higher-ups, your boss takes credit. You might feel slighted, but hold off on raising a fuss. First, make sure you’re the one who truly deserves the credit. Even if you proposed the idea, consider the role your boss played in implementing the initiative — he or she may have done the heavy lifting.

In addition, think about whether your manager’s scene-stealing antics are rare or standard operating procedure. If the behavior is infrequent, it might be best to let it go and accept that all employees, at times, are expected to make the boss look good in front of the company’s top brass.

* Put it on paper. If your supervisor often takes your best ideas from private conversations and passes them off as his or her own, consider changing the way you share your suggestions. For instance, you could present them in written memos or email messages. This establishes a paper or electronic trail you can reference later during your performance review — or if your value to the organization is ever questioned.

* Get a witness. One way to ensure that others know a solution originated with you is to unveil it publicly. But whether you copy colleagues on an e-mail or make your pitch at a meeting, be aware that you’re taking a risk. While it will be harder for anyone else to take full credit if your plan works, you’re on the hook if it falls flat.

* Confront with kindness. If your manager’s actions are hindering your advancement or limiting your visibility within the company, it might be time to speak up. But be tactful. Your boss will be more receptive to the conversation if, instead of taking an accusatory tone, you simply ask for guidance on how to receive recognition for your efforts. This enables you to get your point across without pointing fingers or putting your boss on the defensive.

Finally, in some situations, you might determine that it’s wisest to say or do nothing about your supervisor’s “credit problem.” While it can be frustrating to watch your boss receive praise for your hard work or brilliant concept, there is a bright side: Your contributions and ideas are valuable and helping the company succeed.

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“Meryl Streep’s cold-hearted character in “The Devil Wears Prada” has nothing on real-life bosses gone bad. Consider the boss who gave an employee a written reprimand for “leaving work without permission” — after she passed out in the bathroom and was whisked by ambulance to a nearby hospital.”

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Handling Six Common Types

The Loud Phone-Talker. “Obviously the first step is to pull them aside quietly and ask them to lower their voice when using the phone,” says Julie Jansen, a career coach, consultant, and trainer. “If this doesn’t stop them, you could dish out the same treatment and stand near their cube on your cell phone and talk loudly. Or you can hold up a sign that says, ‘Please turn volume down.’”

The Hang-Arounder. When confronting the co-worker who chronically lingers to chat when you are trying to make a deadline — a subtle jerk, but a jerk nonetheless — try standing up when they enter your office or cube. “The unspoken message of your body language will clearly tell him or her to keep it brief and head for the door,” says Ken Lloyd, author of “Jerks at Work: How to Deal With People Problems and Problem People.”

The Idea Stealer. There is a strong possibility that this jerk can’t distinguish between a good idea and a bad one. “Somewhere along the way, slip in a really bad idea and let the jerk steal that,” Lloyd says. However, beware that this might only encourage the jerk to become worse.

The Meeting Monopolizer. Get creative. “Try eliminating the chairs and making it a standup meeting,” Lloyd suggests. The monopolizer will likely get thrown off and won’t have time to settle into the usual routine of unproductive dominance.

The Bully. Remember, you’re not in high school anymore. “Hold your ground and refuse to be bullied,” says Steve Piazzale, a career and life coach who runs BayAreaCareerCoach.com. “They’ll usually back off over time.”

The Boss. Sometimes dealing with a jerk should not be your problem, particularly if you have a manager who is a jerk. In this case you might take a look around the company and notice several jerks. “This may be part of the company culture,” Piazzale says. “In which case get out!”

More General Coping Strategies

Passive. Avoidance is the most obvious solution if you don’t want a confrontation with any type of office jerk. “You can go to your boss and ask him to intervene,” says Jansen. Or, if things are really unbearable, you could ask to be relocated to another part of the office.

Active. Avoidance can backfire if the jerk continues the annoying behavior. Try talking to the person. “Difficult people don’t always know they’re being difficult,” Jansen says. “People generally don’t have a very high level of self-awareness, so specific and constructive feedback is important.”

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Do they think that they are on ?Planet Zoltar? and have ?Mind Control? powers over you like on Star Trek? ?Beam me up Scotty there is no intelligent life here? is certainly the buzzword.
Power is often defined as the capacity to get what you want or the ability to influence others. Ultimately though in life most reasonable people learn that you have very little control and certainly very little control over others.

Yet this powerful urge still persists among many management and supervisor types. The same type of people who beat you up in the sandbox when you were 4 years old are now trying to be in roles of management.

In a recent study on what was termed “E-power? a team of workplace psychologists wanted to see whether having power changed how well people understood the viewpoints of others. The researchers asked volunteers to recall personal incidents where either they had power over others or others had power over them.

Past studies have revealed that such recollections had exactly the same effects as actually placing people in positions of power or limited power. If for example it turned out that regardless of whether people were given power or simply remembered possessing it, they were more likely to assert themselves and take risks all for the better or worse.

77 student volunteers to draw the letter Z on their own foreheads. More than a decade of experiments have shown that people who write the Z in a way that is legible to themselves but backwards to others have not thought or cared about how others might perceive the letter. On the other hand, people who draw the Z backward to them but legible to others have considered another person’s  point of view.

Amazingly it turned out that the study subjects who believed that they possessed ?recollected power? were almost four to six times as likely to draw their letter Z in a way that was backwards to others than those who recollected an experience of limited powers and abilities.

Thus it terms out when people or in your case management or supervisory staff have power they go on to make your life more than miserable.

Power corrupts and absolute power corrupts absolutely.

However can be empathy in the management role? Is this possible in the real world?

Highly unlikely. After extensive research in controlled settings it turns out that those who had these imaginary perceived power abilities were less able to judge emotions rather than having greater abilities. This is the opposite of what you would think.

After all great time, energy, training and life skills go into the choice and training of ?management and supervisory? staff. You would think that if anything these carefully chosen individuals since they are involved in the ?management and motivation of their staff? would be at the extreme end of human emotion perceptual judgment skills.

It is true in the end. You were not hallucinating or imagining it. Your boss is more than clueless. He is also most likely the type to say ” I have learned the gold rule”. “The rules are golden and they are My RULES’. How original. The mentality of a 2 year old.

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The judge said that Seinfeld’s 32-day delay was “not insignificant” in the context of bankruptcy code rules that demand diligence on the part of counsel. In any case, she said that Seinfeld suffered little prejudice from the dismissal since it was unlikely that he would have prevailed on arguments that had been considered and rejected by three courts.

Seinfeld is represented by Irving Bizar of Ballon Stoll Bader & Nadler in Manhattan. Bizar declined to comment on the decision or on whether his client plans to appeal.

“This case has a long procedural history,” Cote wrote in Seinfeld v. WorldCom, 06 Civ. 13274. “Since 2002, Seinfeld has attempted to bring a shareholder derivative action against various former directors and officers of WorldCom … and WorldCom’s bank, Bank of America, alleging state law claims of breach of fiduciary duty, aiding and abetting breach of fiduciary duty, and waste.”

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A handful of CEOs in the AP executive pay list take home a salary of $1 a year or less. But all of them manage to make millions anyway, illustrating the point that if you’re running the show, your salary doesn’t mean much.

“Salary has become such a minuscule component of CEO compensation that it is now largely irrelevant,” said J. Richard Finlay, founder of the Centre for Corporate & Public Governance.

Of the 386 Standard & Poor’s 500 CEOs whose companies reported under the Securities and Exchange Commission’s expanded disclosure requirements this year, salary accounted for only 9.5 percent of total pay. For the 11 CEOs in the group who earned more than $30 million, salary was just 2.7 percent of total pay.

In the group, the CEOs with the smallest salaries were:

_ Terry Considine, chairman, president and CEO of Apartment Investment & Management. He reported a salary of zero, although footnotes in the company’s proxy statement show that he received stock options valued at $600,000 as his base salary. Considine’s total pay, as calculated by the AP, was $4.8 million in 2006.

_ Richard D. Fairbank, president and CEO of Capital One Financial Corp., also had zero salary, as well as no bonus. But he was awarded $18 million worth of stock options.

Since 1997, Fairbank has been paid almost entirely in stock and options, which are pegged to Capital One’s long-term performance. The company’s proxy said the board’s compensation committee believes this is “the mechanism that most aligns the CEO’s financial rewards to the value he delivers to stockholders.”

Fairbank has 5.9 million unexercised options, as well as unearned shares and options that have not vested that the company values at $27.3 million.

_ James Rogers, president and CEO of Duke Energy Corp., received no salary in 2006. But like Fairbank, he receives most of his compensation in stock and options. His total pay for 2006 was $27.5 million.

_ Eric Schmidt, CEO of Google Inc., took home exactly $1 in salary. And his overall compensation totaled $557,466, a fraction of the $71.7 million granted last year to competitor Yahoo Inc. CEO Terry Semel, the No. 1 executive on the AP pay list.

Almost all of Schmidt’s package covered the cost of $532,755 for personal security. Schmidt, along with Google’s founders, Larry Page and Sergey Brin, has refused to take anything more than a token paycheck for the past three years to promote an egalitarian spirit at the company.

But all three own handsome stock stakes in the company. Schmidt, 52, owns 10.7 million shares currently worth $5.5 billion.

Another $1-a-year CEO is Apple’s Steve Jobs, who’s been treading water at that level for the last three years. But Jobs, 52, also owns more than 5.4 million Apple shares that are now worth more than $660 million.

Another $1-a-year CEO is Apple’s Steve Jobs, who’s been treading water at that level for the last three years. But Jobs, 52, also owns more than 5.4 million Apple shares that are now worth more than $660 million.

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