Would you know what to do and how to do it without your manager? If your answer is no, you probably stink at your job. Why do we put up with so many parasites on value creation in our company? Makers vs takers.
9 replies (most recent on top)
Too many employees. Time to restructure!
Whatever you need to know about Wharton look at the Anheiser Busch stock trend.
We need to strictly adhere to span of control targets between 8 to 12 dependent on task complexity, staff experience level and supervisor experience. Supervisors need to supervise and Managers need to manage. Priorities are actually pretty easy to comprehend - develop and enable your staff, set and manage business objectives that serve the stockholders, nurture the interfaces, objectively monitor performance, set goals, measure progress, adjust as needed. Repeat. These are not complex concepts. Our work is at times complex and challenging but the time proven strategies to achieve them are clear. When will we embrace what works?
How much oil has each manager actually helped find/recover?
Yeah. That’s what I thought.
The entire concept of “managing up” needs to be banished to whatever Wharton dorm it came from.
Nope
After all the layoffs since 2015, there have been zero managers let go but thousands of workers. They just keep accumulating. And supervisors. And team leads. All for the greater good…or something.
SPIRIT values y’all!
Because it’s not just what we do, it’s how we do it here at the E&P company of choice. This is how we win apparently.
I feel that we 'manage up' here bcz the higher you get, the lesss they are involved in the day-to-day but occasionally they want to know what we are doing so they can take credit for the good work. Thus we have to do silly things like provide weekly highlights and have mangers to aggregate information to the top of the company. It is a antiquated system of sharing information, but that is what we are doing still.
I have seen more and more working supervisors created over the years which is a step in the right direction.