#management

I've witnessed several managers openly talk about protecting themselves whenever deadlines slip or projects run into trouble. Meetings usually turn into long discussions about who caused the issue rather than how to solve it. Very few people seem willing to admit mistakes or take responsibility. It's exhausting to work in such an environment.

I have been through several restructurings before in other companies and here, but this latest situation feels different. Management keeps mentioning budget pressure and possible cuts during meetings, even when the topic has nothing to do with staffing. It has now started to feel less like planning and more like a way to keep people from questioning decisions and keeping us in our lane.

Sadly, that's far from what happened here. The people who knew how to play politics, who knew how to hide during the bad times, they're the ones who mostly survived. Most of the people who actually knew how to lead, who had real skills and real experience, they're gone. What we've got left is the worst management team I've ever worked under and most of the rest of us who do the work looking for an exit.

The cure is not in cutting costs. The cure is to innovate its way out of the current
predicament. Fiserv seems to be missing that point. Sure you can increase EPS by buying back stock and laying off employees, but thats not going to grow top line revenue. No one is impressed with management’s plans, and the stock price is reflecting that.

Are all areas facing issues with complete chaos in their depts because they lost the good leadership (and valuable associates) they had with VSP? My area is crumbling and the management we have been left with is relatively new with not enough knowledge to properly manage. I’m not sure her skillset has even included managing people before. It’s become a free-for-all with some associates logging on barely 4 hours a day doing pretty much nothing. We were swept under a new director who also had no experience with our departments responsibilities so he exists but has been 100% absent. We were already understaffed before VSP but the past 6 months we are sinking fast. Is this just my area’s reality or is this being felt across the company ?

Sometimes their expectations are truly ridiculous. Maybe we can let them do our jobs for a while, just so they could get some perspective (even though I firmly believe none of them would last for more than a day.)

Does the new cohort of managers know that fear-based management is not the only one in existence, and that it certainly isn't the one to result in highest productivity? I swear, the more somebody yells at me, the slower I do my job. Intentionally. These "leaders" need some lessons in people skills.

https://www.healthcare.digital/single-post/oracle-cerner-potential-acquirers-of-oracle-health

"A Private Equity consortium led by a firm like Thoma Bravo or Francisco Partners is the most probable successor. This structure satisfies several competing requirements: it provides Oracle with an immediate cash infusion to fund its GPU clusters (satisfying the liquidity crisis), it bypasses the most severe antitrust hurdles associated with a Microsoft or Amazon acquisition and it allows for a "neutral" platform that could potentially stabilize the customer base."

Conclusions: Sell off Oracle Heath, ORCL needs the cash ! New CFO is the Grim Reaper !

F-c the management wh--es, f-c ‘em all

I submitted a few names for KOFS, and my manager emailed me saying he didn’t approve the names I chose and that I needed to replace them with the names he wanted. During the PDS review session, he kept emphasizing the “improvement” sections. Even when six KOFS said I communicated effectively, he focused on the one person who said otherwise. Bottom line: I feel like I’m being targeted for a PIP. I’ve read posts where people mentioned coaching, training, and scorecards, but I’m not clear on how the process actually works. Is it just you and your manager or other people get also involved?

Can someone explain what really happens? Is it just between you and your manager, or do other people get involved in the process as well?

Smells like something is on the stove.

Honestly, are there any other teams that have management that just regurgitates whatever Claude spits out at them? It’s really hard to take anyone seriously when they don’t even do their own writing, problem solving and communication. It’s obviously a balance, but I literally don’t have any trust left for reading anything anymore.

Been here for a little while now and it is very obvious that there is a lack of understanding Medicaid state requirements. Even in markets with years of MCO experience the barriers to regulatory requirements are difficult to ignore. Are the higher up’s starting to understand that Medicaid is not as pretty as Medicare or are they oblivious?

I am no longer with Wells Fargo. However, I am in the running for a job outside of Wells. I need a professional reference and was thinking of an old manager from Wells.

Does anyone know if managers are able to provide references? For some reason, I remember it being said that managers cannot provide a reference and if they are called for a reference they forward the request to HR. Is that the case?

And if the numbers are not there, then they get the sack?

Wells Fargo is quietly rebranding some Senior Manager titles to Senior Leads, possibly signaling middle-management elimination. Let's use this thread to consolidate what we know and what expect. Please be polite as the mods tend to nuke threads that go bananas.

I do not care about layoff but do not want my SNPS stocks go down too much.

Like it’s getting to the point where they are counting how many times I’ve reached out for assistance in a multi month period. For the record these were assigned cases that were rare scenarios I hadn’t come across yet and neither had they lol. I was told i apparently reached out for assistance about a dozen times over a 2.5 month period. lol whatever

Portfolio leadership is directly responsible for the failures in losing market share. My Heartland Gulf Operation OD is an example of this. He blames everyone else and wants people fired on our teams and our specialists but never holds himself accountable. Tells everyone to do their job but does not do his. He does not even reside in the operation. This is the type of leadership that loses market share.

Let me do my job and it'll get done in time. Hanging over my shoulder all the fu--ing time will only slow down the process and you threatening with my name being put on the "list" if it's not will just get me pi---d off, not motivated. How hard is it to let us do our jobs in peace?

I've been doing this work for a very, very long time, and the best managers I ever had were the ones who listened more than they talked. They cared about their people and helped us succeed. These days, it's all talk and no substance. I don't even bother with all hands meetings anymore because there's never any real information or direction.

Pretty please? Aren't they supposed to make our jobs easier instead of harder? Why is NS determined to just promote or hire completely incompetent people? Why?

Are your managers encouraging or discouraging taking your half day Summer Fridays? With all the layoffs, I have more work than I can handle as it is.

The recent quarterly meeting Q&A made one thing undeniable: management has a severe employee trust deficit. With this morale, getting 2-digit growth rate is impossible.

I’m in COO and just noticed some senior managers’ titles changed to senior leads. Anyone have insider scoop on reason for this approach? Is it rolling out everywhere? Does this mean the goal is to remove a lot of the middle management? The senior managers in this scenario have small number of direct reports, including some senior leads.

It’s officially time to panic. The company continues down a death spiral. Management is getting desperate. They have no answers, except get rid of people. This will be their revenge tour for the poor survey results.

Long time employee here. I have never had a supervisor make goals, training plans, or anything else with me let alone document anything in Career Connect. All they want is an update so they can pretend they are in the know when they talk to their boss.

BP will need to remove existing detrimental management and simplify its operations.

Pretty impressive reduction in leadership recently. Who is next? Will our favorite Bette Noir be shown the door? KD is a survivor and worthy player

He has no clue how to run Fiserv. Dhivya has too much power and is useless. Takis is out and about and never acknowledges he works for Mike. He is plotting to take over. Mike is losing power every day, he is doomed as much as the path he has Fiserv on!

How does everyone feel about their manager at Cisco? I have never had worse. The engagement pulse, the 1:1 meetings are so fake. The lack of even trying to help with a question is staggering. On the recorded team meetings you hear from managemnt “if you need help with anything, reach out”, but when you reach out you get sent to someone else or you just get a “no, not possible”. There is noone else to go to, because everyone is on the same page.

So many layers, so much waste.

We have, by far, the worst recursive management hierarchy in the entire industry.

And they know it.

What a disaster! Laying off smart people and moving roles offshore for cheaper labor. No accountability. It's a circus! A CLUSTER----. BAD MANAGEMENT. They're coming for you next. Get your resumes out.

Been here for 19 yrs & the nepo babies just keep being hired !!! W/O naming names, there is this RVP who hired his best friend who became RVP. Then, the first RVP hired his nephew who was a disaster that lasted 4 yrs then hired his next door neighbor & she lasted 9 months. I believe RVPs are still there & the second one is incompentent. Lacks basic skills. Terrible hiring manager. Turnover under them is like 200%. But keeps getting pay increases and raises b/c they are best buddies.

Nepotism* is the practice of giving preferential treatment to relatives or close personal connections, especially when it comes to jobs, promotions or other opportunities. In a workplace setting, nepotism occurs when personal relationships influence hiring, advancement or day-to-day decisions, often at the expense of fairness and business transparency.

That favoritism can take many forms, including:

Bypassing formal hiring processes
Awarding promotions or raises without clear justification
Assigning desirable projects to favored employees
Offering preferred schedules and flexibility
Erica Salmon Byrne, chief strategy officer and executive chair at Ethisphere, shared a straightforward example: If a hiring manager fills an open role by quietly hiring a family member — without posting the job or considering other candidates — that’s a clear case of nepotism.

Research shows just how common — and impactful — these dynamics can be. Opportunity Insights, Harvard’s economic mobility research group, found that nearly one in three Americans will work for a parent’s employer at least once by age 30. In those cases, young workers earn about 20 percent higher wages than their peers without the same connections.

Types of nepotism

Nepotism doesn’t always look the same. In most workplaces, it tends to fall into a few common patterns. Understanding those differences can help you identify what’s actually happening and why it may be causing problems.

1. Reciprocal nepotism

Reciprocal nepotism occurs when a family member or close connection is offered a role and accepts it because of personal obligations rather than qualifications. This often stems from cultural expectations, loyalty to family or a desire to preserve relationships. When favoritism goes unchecked, reciprocal nepotism can become “just the way things work,” making it harder to draw clear lines around hiring and promotion decisions.

1. Entitlement nepotism

Entitlement nepotism happens when someone believes they deserve a job, promotion or special treatment simply because of their relationship to someone in power. This form is most common in family-owned or closely held businesses, where lines between ownership and management can overlap. Employees affected by entitlement nepotism may assume advancement is guaranteed, regardless of performance, which can be particularly damaging to morale and accountability.

1. Cronyism

Cronyism looks a lot like nepotism, even if family isn’t involved. It shows up when leaders keep hiring or promoting people they already know, such as former colleagues, friends or longtime contacts, instead of looking for the most skilled candidate and the strongest company culture fit. Over time, those choices can close off opportunities for everyone else.

1. Organizational nepotism

Organizational nepotism is a quieter form of favoritism rooted in internal loyalty. Leaders turn to the same familiar people, often former colleagues, and the same names appear again and again when new roles open up. Over time, employees notice when opportunities for advancement slow — or stop altogether.

1. Reverse nepotism

Reverse nepotism describes situations where power dynamics are distorted by external relationships. For example, if a manager supervises the CEO’s child, they may hesitate to give honest feedback or enforce standards out of concern for retaliation or job security.

Advise Gateway is a J O K E! Craven is a joke. SG is a joke. Let’s push MLI’s, which will blow up at sone point , because we make more money on them. Oh yeah, let’s push Alternative Investments because we make more money on them. REG BI and KYC be damned. Jimmy you are the master at national sales.

Hospitals Streamline Management to Address Budget Gaps

Hospitals are increasingly cutting administrative and leadership positions. This trend aims to reduce overhead and address financial challenges. Clinical staff remain scarce and costly, making nonclinical roles targets. Care New England, Washington Regional Medical System, and Intermountain Health recently announced such reductions. These restructurings seek efficiency but may strain remaining staff.

Providence, Rhode Island

https://www.healthleadersmedia.com/ceo/why-hospitals-are-targeting-leadership-administrative-jobs-latest-layoffs

How can 7 out of 10 people quit a group because it was impossible to work with their (New) manager and that manager is still employed.

3 doing the work of 10. What obviously followed was tons of issues, project deadlines constantly missed, lots of P1 tickets.
The remaining 3 are desperately looking for a new job.

How can management ignore that he is obviously the problem?

Anyone know how a management employee can volunteer for a surplus package?

Execs act like business is booming and Stankey is a genius, but T is worth the least of all telecom companies. These clowns act like their “AT&T guarantee” and aimless attack ads make a meaningful difference, but T has fumbled one of the biggest industry leads of all time under this incompetent leadership. We are the bottom of the industry, and no amount of executive circlej--king will change that.

who decides on the date?

Existing software to be implemented to track technicians locations onsite. It is already in operation in some sites. Managers will be responsible to track and cross reference with PMs to weed out slackers and site leavers.