Posts Tagged ‘Actuality’

Interview Blunders – It may be most important to take cues of when not to be hired by a future boss


2010
03.14

Interview Blunders

As if you did not have enough trouble with bosses – it all starts at the interview or interview.
Little things for little minds. It’s like a dietitian who is rigidly following what she or he was taught by their teachers who were rigid in themselves following what might have been the accepted dogma in 1912.
Try to explain anything or have a discussion about your health ( or in this case of a job interview concerns leading to your future mental health ), and voila its like you are , in actuality you are dealing with a 2 year old with anal retention issues.
Lack of any depth in any discussion.  If there is any knowledge its snippets taken out of context and given great weight.
It’s all very similar to what you can expect in the future- “we know”, “head office “, “we have the postmark” ……

Still if there are any mistakes that you can imitate in the interview process they might include

1) Lack of preparation – or perhaps over preparation.  Rather than being seen as an asset to the firm you may well be treated as a threat to the firm or organization (specifically to the interviewer or party in power).  A smart ass.
2) Dressing inappropriately – or dressing “better” or with better taste than the interviewer or boss
3) Poor communication skills – or perhaps proper communication skills.  If your gut or your grandmother sends out warning signs or notes warning signs run away as fast as you possibly can.  Steer a clear course of them
4) Asking too many questions.  You are expected somehow to ask – if you do not ask then somehow “the book” says that this is a bad sign. However if you ask reasonable and proper questions – then instead of being seen as an asset you are seen as a problem, a troublemaker.
What a bunch of morons

Top 10 Interview Blunders – Top Job Interview Mistakes – There are some things that you simply shouldn’t do on an interview. Here is a collection of interview blunders and mistakes to review, so, they don’t happen to you.

Preventing Job Interview Blunders – I’ve been through a lot of business trips, but it took me almost 4 years before realizing how much easier everything could be. Before, I always had the predicamentof misplacing documents, leaving office supplies behind and losing others …

Interview Blunders – Read on to learn about the five biggest interview blunders and how to best avoid them. Blunder #1: Dressing to Impress (the Homeless). Whether you’re interviewing to manage databases for IBM or fold jeans for Abercrombie, you’ll want to …

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An Interesting Point to Ponder


2009
03.20

“A most interesting point of view”,   ” A good point to ponder !”   or ” an interesting point to ponder”.

All phrases of an  “discussion “  with management on the way , full of mis-truths ,misunderstandings.   You might as well say to the author of these stock phrases -  Why not just send me a memo ( now a blackberry text message)  and tell me what has been decided already ?  Why get me upset , and pretend that I/or we have some input when don’t in any way or manner.

It must be on page x of the management handbook or in an article read on the airplane that the management clone / fool is now an expert of  but in reality understands litle of the basic concept and concepts in any manner what so ever.

The amazing part of it all that they really think that they “are so smart”  when in actuality they are complete morons in any manner.

The difference is that they have the hangman’s hand on the pull switch which gives them apparent power.  It has been said after the First World War by a journalist on the origin of war and wars that they occur  when ” politicians have journalists write lies ( and the wars occur)  when the politicians begin to believe those lies”.

The same can be said of management , its great power and powers in itself and ultimately in its own correctness.  Why not ponder those points yourself.  Look in the mirror .  “An interesting point to ponder”  yourself

Jerk Bosses I Have Known and Endured

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Imagine a Management Philisophy ……


2008
11.21

Imagine a mentality like this

“Rule Number One”  You can never trust your employers to be responsible

Along with this is rule number two being “Any discussion of management decisions is to be taken as a direct threat and attack on the manager”

Rule Number Three :Any  continual education of most kinds is to be seen as another direct threat as “Everyone else ( especially those who work under me”  is after my job.  “  Somehow this pathology continues.

The one exception to this rule is where the company has mandated a course.  Talk about Dilbert.  The manager has thus taken (?) the course. It may well have involved a drunken meeting of sorts for upper management.  Well at least some air travel points ( to which they are more than entitled).

In this situation of the post course educated management type the poor victim may have to listen to the words of wisdom spouted by the scholar in his attempts to impress others.  For example it may be a course on buying behavior clusters.  In actuality this may be one half to a full page in any standard marketing textbook.  Yet the intelligent manager may spout at after each encounter with any human being his immediate label.  “That is an early adopter”,  “”That would be a later adopter ” etc etc etc.  The amazing part is that the whole concept may ( and is usually)  is taken out of context of its acutal use or indeed any relevant use or helpful appropriate label.  Its the non-seeing idiot leading the blind so to speak.

This type of person has his ego directly embedded with his position. He or she as been taught ( indeed it is a mantra of their existence)  that without their job / position they have no worth as a human being whatsoever .  This may fall into other fields as well as “Moonie , If you are not making money then you have no worth as a human being ( at least ) in our eyes

The problem with these internalized ” rules “  is that any reaction or “human resources”  to any questions or concerns of an employee is a direct attack on that person regardless if the idea has any merit any well or positive benefits to the organization involved.

What a bunch of morons.

An insightful letter to the editor:

A heated debate on the rescue plan for the “Big Three” automakers (GM, Ford and Chrysler) is raging on both sides of the border. Both governments (U. S. and Canadian) are going through their empty treasury cupboards in near panic haste. Everybody is trying to do the “right thing” but there is a danger that just the opposite will be achieved. How did we get into this deplorable situation?

Ever since the demise of the Trudeau leadership, all subsequent political leaderships did away with this “vision for the nation” thing. It became too difficult, almost impossible, for most of our political leaders on all levels of government to think beyond today. Long-term economic planning for our nation became viewed as a communist ploy and was banished from the vocabulary of our governments.

It was substituted by short-term (quarterly) myopic vision. Companies have to make truckloads of profit by the end of every quarter (i. e. three-month period) in order not to disappoint the anonymous stock market analysts and it will surely result in both the big bonuses for their CEOs and ever-increasing prices of their shares.

During his nearly two-year contract (2001 to 2002) in Chrysler, that was under the German management, this writer noticed how dispirited the employees were by the constant reorganizations and restructuring, how arrogant, unwise and unimaginative the top management appeared to be.

I witnessed the suppliers of Chrysler being squeezed by management into 15% reductions in the prices of parts announced to them via e-mail on Friday afternoon and being effective the next Monday. I have seen many highly skilled and innovative information technology staff being outsourced to Indian companies and many other management blunders.

It kept on getting worse as time went by. It almost felt like management’s business plan was to destroy the company as fast as possible.

All top managers (CEO, CIO, CAO, board members, etc.) should have been “promoted” to a very ugly jail and charged with committing serious criminal economic acts. Instead, they got multimillion dollar bonuses, lucrative stock options and other valuable perks. And everybody else got shafted.

This was standard operating procedure in the entire auto industry. GM — the Dick Cheney of the automotive world, once the most powerful corporation in the world — was the most mismanaged of them all. And now, we should be bailing them out with our money? No, let them go bankrupt!

In order to provide meaningful financial relief to GM, Ford and Chrysler, which would assure their existence, both the federal and the provincial governments would have to fork out billions (not hundreds of millions) of dollars. Anything less would be worthless. Yet, there would be no guarantee that they would survive. What should we do?

In these times of acute financial distress on every level –federal, provincial, municipal, corporate and personal — it would be morally and intellectually wrong to pour our shrinking financial resources into an industry that is a part of the problem rather than a part of the solution.

http://www.northumberlandtoday.com/ArticleDisplay.aspx?e=1305226

Jerk Bosses I Have Known and Endured

O Fortuna

Winnipeg Extended Stay Hotels

www.jerkbossesihaveknown.com

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