30 Reasons Employees Hate Their Managers: What Your People May Be Thinking and What You Can Do About It
- 2h 22m
- Adam Snyder, Bruce L. Katcher
- AMACOM
- 2007
Do you know what your people really think of you?
How could your employees hate you? After all, you’re not a mean and nasty person. You don’t threaten them or ridicule them, and you say a cheerful "Good morning!" every day.
But there is something about work that just makes it easy to build up real resentment—of colleagues, of compensation, and of authority figures. "Manager" too easily becomes synonymous with "management"—you’re a person, but you’re seen at best as a cog in the faceless corporate machine.
You’ve probably got a boss, too, so you know how it feels when you think you are underappreciated, overworked, underpaid, micromanaged, shortchanged, singled out, lumped in, and just plain ignored.
But in case you’ve forgotten, this book is going to give it to you straight—straight from the horse’s mouth. 30 Reasons Employees Hate Their Managers takes your side, but takes your employees’ point of view in identifying dozens of things managers do that make employees stop caring, stop producing, and start looking for other jobs.
You’ll get a firsthand look at many of the surprisingly common "hidden" employee complaints—many of which seem to contradict one another:
- They won’t let me just do my job, and yet they never tell me what I need to know in order to do it.
- We’re understaffed, but we do seem to have a lot of "dead wood."
- We’re all treated like slaves, but there are different rules for different people.
- We have too many meetings, and we still don’t get good information—either from management or from other departments.
- There is no job security here, but at the same time, the thing I want most is to get out.
Sounds like a nightmare, and yet these are the perceptions of millions of hardworking employees all over the world. So what are you going to do about it?
Start by getting a full understanding of the problems. All of them. This research-based book takes you inside troubled organizations, and shows how management problems translate to poor results. More important, you’ll find eye-opening and refreshing stories of how such companies overcame and eliminated these dysfunctions. Each chapter also contains a Solutions section offering real, practical strategies for addressing concerns and improving almost any bad situation.
If emotions are running high in your organization, it’s because your employees came there with high expectations of themselves and of management. That passion is still in there somewhere, and this book is the key to unleashing it. Just remember: it starts with you.
In this Book
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We Feel Like Slaves.
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I know How to do My Job. Why can't they Just Let Me do It?
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I am Afraid to Speak Up.
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Nobody Appreciates My Hard Work.
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There Are Different Rules for Different People.
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Management Doesn't Listen to Us.
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Management Doesn't Respect Us.
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So Who's in Charge Anyway?
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I Don't Trust the Information I Receive from Management.
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My Boss is a Terrible Manager.
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I've Lost Confidence in Management.
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We're Understaffed.
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They Don't Tell Me What I Need to Know to do My work.
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We Need More Training.
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The Quality of Our Products and Services is Terrible.
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I Receive Poor Service from Other Departments.
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There's Too Much Red Tape Here.
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Why Don't They Get Rid of All of the Deadwood Around Here?
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There are Too Many Damn Meetings.
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I'm Not Paid Fairly.
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It's Just Not Right that We All Receive the Same Pay.
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My Performance Reviews are Useless.
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There's no Link between My Pay and My Job Performance.
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The Cost of My Benefits is Eating Up My Paycheck.
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It's Impossible to Get Promoted Here.
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I Hate Coming to Work. It's Become Just a Job for Me Now.
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There's No Job Security Here.
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I've Got No Time for Myself or My Family.
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I Feel Trapped. I Wish I Could Go Out on My Own.
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My Company isn't Committed to Me, So Why should I be Committed to It?
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Summary: What You Can Do
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Epilogue: A Lesson from the Future
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