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Fed Up!

By Martin- ·
What can I do about working in a place with a poor IT manager/supervisor?

By ?working? I mean I do it all...ALL.

And by ?poor? I mean, incompetent.

And by ?incompetent? I mean, no knowledge of IT, no knowledge of management, and no desire to gain any, plus actually turning up to work is not only a financial burden to the company but a health hazard to me.

Yes, his mistakes have cost the company dollars, big dollars, and he?s hidden it well with lies and misinformation. The majority of the loss was time...something that an auditor can?t find on a financial database, and something Managment can easily be fooled by. At least ours can.

On a good side there is a new manager on the scene and he seems to be very switched on. I'm hoping to secure some time with the new guy and get him to see straight.

How can I make the top brass see that the guy needs to be fired? Or involuntarily retired?

There are many holes that need filling in the IT department?s ship. I?m trying my hardest but I?ve fun out of fingers and toes to plug them. The remaining holes are his responsibility and I can?t climb over the top of him to plug them, nor leave my own alone.

The ship is sinking and it?s the First Mate who?s going down with it. That's not the way it happens in the movies!!

Can someone help?


...By the way...the "heath hazard" I suffered was a head injury.

It too cost the company money, but that wall needed replacing anyway.

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Now go feed down - seriously you need to

by Deadly Ernest In reply to Fed Up!

prepare a report of all the problems and list the cost of not fixing them - get supporting documentation where you can - system logs, web site reports of the troubles with those types of issues etc. Then give the report to the relevant manager.

Worst case scenario, get a written agreement with your manager what you have responsibility and authority for, then stick with those. Point out the problems with the other issues and just leave them be until management realise the costs.

edited to fix typo in heading - No to Now as intended.

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the issue isn't...

by Martin- In reply to Now go feed down :p - ser ...

Hi Earnest, Thanks for the response,

However the issue really isn't financial for me. It's my working experience, which, believe it or not I want to ENJOY! ha! Yea I'm selfish I know. But hey, it's not that big a deal, right?

Managment might, on the other hand, like to see the financial side of things. I'm not entirely sure I can present an exact cost of these blunders but I guess even presenting them with the facts might prompt them enough?

For me it's the day to day things. Not ordering things on time, being late or even forgetting meetings with consultants, delaying projects until they become critical. You know. Nagging little things that are really frustrating.

The sorts of things that can't be represented with a 'cost figure' are what is hindering me from having a productive work place. Becuase it's me that has to take care of these things when I can be spending my time...well...on me!

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I realise you aren't concerned about the money but

by Deadly Ernest In reply to the issue isn't...

it is the money side that will leverage action out of management as the bottom line is their biggest concern.

What it sounds like is that you need to work out some supportable estimates as to how much time is wasted this way and the cost the time of you and others, pointing out that while you are wasting time there you have no time for other needed projects. What works best is showing where overtime was needed to catch up on things that got delayed or deffered thanks to the person.

Show how your productivity is adversely affected.

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Tech Q&A

by Martin- In reply to Fed Up!

I've posted this topic in Tech Q&A too. Feel free to answer if you'd like to earn a few points.

Thanks,
Martin.

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DE is giving you some really sound advice

by j.lupo In reply to Fed Up!

Also, try to keep your emotions out of this. If you go to management you need to show the figures, how deadlines are being affected, etc. If you don't then management might consider YOU the problem.

I was in a similar situation with you, and still am to a point. I have had 2 people fired because of either incompetence or hinderance to the project. In my case they were both contractors so it wasn't as hard as with an employee. That is the battle I am having now. I have a PM with a LOT of political clout in the company and is an employee. But this PM is ineffective and hindering design issue that are preventing us from completing our project.

It will cost the company billions, but the fall person is me, so I am documenting and keeping things on the list of issues that need resolution.

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Emotions

by Martin- In reply to DE is giving you some rea ...

You can probably tell that this issue has more to do with my well being than the companies, so to keep this emotion neutral will be hard. But it's clear that I'll have to.

I do want the company to succeed, of course. As my future career depends on it. It's a growing company that won't close it's doors tomorrow and I'm in a position to achieve a lot there now and in the future.

I've built the ground work for IT solutions to work really efficiently for my co-workers, so to see it hindered and messed with is really annoying.

So yea, I'm passionate about my work, the new manager knows this too, so he will know straight up that this is a real concern for me. Keeping it emotionless won't be easy!

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Theory Vs Reality

by jdmercha In reply to Fed Up!

In theory management wants to hear about problems, so they can be rectified. In practice a manager will always be more valued than a regular employee. Employees who report problems to their managers manager are seen as troublemakers, and often loose their jobs.

Mangers stick together and protect each other. It is very difficult to get rid of a manager. It is very easy to make a regular employee the scapegoat and get rid of them.

They only way out is to leave the sinking ship, or hope the manager doesn't drag you down with it.

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Managers are just better at the game

by wallowamichael In reply to Theory Vs Reality

Mostly managers don't 'take the fall' because they are used to creating and maintaining a paper trail. They have time to create a paper trail because they have employees in the trenches filling in the holes!<BR><BR>
Being a manager myself, I don't go into meetings with other managers and say "Looks like problems in programming, who shall we blame?"<BR><BR>
If you play that game and get caught by an employee who keeps good records, you will be terminated (even as a manager). I've seen it happen.<BR><BR>
My best advice is to track your managers inconsistencies. He might actually step up to the plate once he notices that there is some concern from you. (Or he'll be scared to death of losing his position). For scheduled meetings, make an appontment with him on the company's calendar and get him to accept electronically. Depending on his technical savvy, you could log into his profile and make his calendar automatically accept meetings from you! (sneaky, but effective)<BR><BR>
Do the same things with equipment orders, have a reasonable e-mail transaction stating you need equipment, software, 30" LCD monitors, etc., and then follow up to confirm the order is placed. Do it all electronically (e-mail, IM) and you automatically have a record of the manager's failings.<BR><BR>
With this type of documentation, the manager will either step up to the plate, or you can go to upper management and make a valid, documented case to his ineffectiveness.<BR><BR>
And quit blasting managers just because we're managers... (we like our work, too)

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I've had bad experiences

by jdmercha In reply to Managers are just better ...

Can you tell? I too am a manager, but I still have mangers above me.

I once worked at a place that cut the workforce from 2400 down to 800. Not a single manager lost their job. One manger lost his entire department of 50. Yet he kept his job even though he had no work to do. Another manager was deemed so innefective that they promoted him to a newly created research position, so he would have no direct reports and he could do whatever he wanted. Then they gave him a huge bonus because he actually found some work to do.

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FUMU

by myke.devlin In reply to I've had bad experiences

We use to call that FUMU at IBM (years ago).

F*ck Up Move Up

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