Get A survival guide for working with bad bosses: dealing with PDF

By Gini Graham Scott Ph.D.

ISBN-10: 0814472982

ISBN-13: 9780814472989

Being saddled with a poor manager can flip even the easiest task right into a nightmare. regrettably, no longer each boss is the nice image of managerial perfection one might wish for. in truth, extra humans than now not think of themselves caught with a ""bad boss."" yet wanting last depressing or quitting a role, what might be performed approximately it? A Survival consultant for operating with undesirable Bosses presents readers with savvy, sensible suggestion for dealing with managers and supervisors who're suggest, incompetent, unethical, and worse. The ebook contains robust suggestions for not just operating with -- yet thriving less than -- such undesirable boss forms as: * the good Betrayers -- how one can protect your self opposed to a company backstabber * The Know-Nothing Bosses -- what to do while a chairman is clueless * The undesirable Communicators -- find out how to reply while a md is continually doubtful even if a md is high-strung, incompetent, or a power-mad tyrant, this booklet has the answer.

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Additional info for A survival guide for working with bad bosses: dealing with bullies, idiots, back-stabbers, and other managers from hell

Example text

Just like you give a hungry dog a bone, give a boss who’s hungry for knowledge a clue. And if necessary, feed his family, too. À Just as it’s better to teach someone to fish than to give him a fish, it’s better to teach a clueless boss how to find the answers himself, rather than just telling him. And sometimes it takes teaching the village, such as when the boss’s family is clueless, too. 4 Scatterboss While nobody wants a boss who hovers over them like a hawk and micromanages everything, the other extreme is the boss who doesn’t follow up enough, or who gives an enthusiastic go-ahead but loses track of or interest in the project, resulting in unnecessary work for employees.

Brett promised to try harder at becoming faster, On Overload 37 but he felt the real reason for not completing his shift in the expected time was because one of his routes went through the hills, where delivery times were much longer. Moreover, he left the meeting feeling Humberto had given him even more to do, resulting in even more unpaid overtime. ‘‘Humberto said I needed to be more of a team member and contribute more to the group, such as by measuring the bulk food into packages,’’ Brett said.

The teams could have been restructured to permit Jimmy to do the lighter work, and he could have done some of the driving and office work while he fully recovered, but Harold never considered that. Nor did Jimmy ask, since he was afraid to confront Harold’s insistence that if he was back at work, he should do his usual job. Meanwhile, Dominick felt increasingly upset at seeing how Jimmy was treated, especially when Jimmy called in sick a couple of times because he was so worn out from the strenuous cleaning work.

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A survival guide for working with bad bosses: dealing with bullies, idiots, back-stabbers, and other managers from hell by Gini Graham Scott Ph.D.

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