Employees are getting crippled by micromgmt from the top down. It seems that statistics are the only way mgmt know how to determine performance. Morale is at an all time low with mgmt asking for case updates every second hour. Has become a miserable place to work.
6 replies (most recent on top)
This is absolutely the truth: upper management has no clue what the teams are working on and therfore ask for PowerPoints all the time. Instead they could just walk around and actually talk to the people!
At Dell you spend much more time reporting and preparing presentations than doing actual work!!
It's doing so good it could NOT even be mentioned at Dell World
Has everyone embraced the hot Agile , Scrum, daily stand-up - I am sure productivity went thru the roof. How's Cyclone doing ?
Dell managers measures by pulling numbers and excuses out of their asses. It is NOT a tech company. only by name. Admins and art graduates do join. Engineers and science, you are about to enter a realm where your expertise is not needed and laid to waste. learn to talk and administrate. that is all 99.9999% does day in out.
It is all show business! No one in management (mid to senior level) is serious about real business. But in paper, emails, meetings, spreadsheet, PPTs thing should show up glittering and their pay hike, bonuses, promotions keeping pouring into their kitty. Many organizations including Dell fails to manage high-tech company. It is not manufacturing, not health-care, not construction, not finance or transportation either. It is knowledge industry and management here should be radically different from what is seen rest of the industries. Unfortunately, from the inception they copied the management structure prevalent in rest of the industry in the process miss-managing and k--ling many great organizations such as Sun, StorageTech, EMC to name a few.
Micromanagement has been the standard for a couple years now, nothing new. I left over a year ago because all the sales management for at least three levels up knew nothing beyond how to track useless metrics in a spreadsheet and pour buckets of sh--e downhill when the numbers didn't meet their satisfaction. It was always quantity over quality, had to have 8 to 10 customer facing visits per week written up in salesfarce, most of which were B.S. just keep management attention off your a$$. Didn't matter that the reported visits were bulls**t as long as you hit the metric, perhaps asking for less with more concrete results would have made more sense but managers never could think beyond filling out the spreadsheets and rolling them up the pyramid to show how much their team was 'engaged' with customers, if you can call buying customers breakfast and lunch on the corporate cad engagement.