Workplace reviews and discussion: 德軒科技股份有限公司

(1) The owner and managers do not know what their subordinates are doing or how things should be done. Everything gets handed to you, and no one can teach you, so you have the opportunity to hone your skills.

(2) You will encounter all kinds of bizarre phenomena (all caused by the owner). You can only say that you have the opportunity to revisit the Bible, Buddhist scriptures, the Four Books and Five Classics, books on emotional management, and so on, to increase your wisdom and EQ in handling matters. Once you get through this stage, your outlook on life will rise to another level—you may even have the opportunity to attain enlightenment. The Diamond Sutra says: “All conditioned phenomena are like dreams, illusions, bubbles, and shadows; like dew or lightning. They should be regarded as such.”

(3) There is no strategic management, no work plans, no project planning, and no systems. You simply assess and handle matters on your own all the way through, which increases your flexibility in doing things—as well as your collection of negative examples.

(1) The “emperor emeritus” phenomenon. An investor who is not the owner (the male protagonist at Lianhong Information Technology) interferes in all sorts of company decisions, large and small, like an emperor emeritus.

(2) The owner is impossible to communicate with. The actual owner, a woman (the female protagonist at Dexuan Technology), has volatile moods, does not understand the company’s affairs, large or small, and does not listen to your explanations. Even if you explain, she may not understand. She is very good at forgetting things she has said herself, and even if you act according to her instructions, you may still be scolded. When she is in a bad mood, she simply scolds people. The purpose of the scolding is to enslave you and make you take the blame. Therefore, employees all discuss work-related problems with the Lianhong male protagonist—the person who is not the owner but interferes in and manages matters everywhere—and ask him to make decisions.

(3) Senior managers who do not make decisions. Quite a few senior managers have been hired, but none have been able to work with the female owner. At present, one or two managers are merely there to block bullets. In reality, there are no managers: managers have no decision-making power. There are only managers who do not do the work and block the owner’s bullets, and ordinary employees who are worked to death.

(4) The external consultant phenomenon. Because the owner does not delegate authority to managers, the female owner holds on to every matter, large or small. She extremely distrusts employees, so she hires external consultants to listen to experts’ opinions.

(5) Extremely high turnover. Do not expect to get promoted here. Only a few engineers in R&D have stayed for a long time (and recently they have also started leaving). Other departments can go through three or four batches of employees in a year; people leave before you even get to know them.

(6) An extreme one-person dictatorship. Without understanding any of the details, the female owner will speak aggressively and say that you do not understand, then start scolding people. Only what the female owner says counts. If you follow the emperor emeritus’s instructions, you may be scolded, but everyone still has to seek him out because at least he will listen to you explain things.

(7) The owner is the source of chaos. The owner should unite morale and mediate disputes among departments, but here there are only two departments: the female owner and the employees (what about the emperor emeritus? He just watches the show). When problems arise, do not expect anyone to mediate disputes. The owner’s decisions obviously cannot be wrong; the problem is always you, the employee. There are too many employee problems, so external consultants must be brought in. As for the true source of the decision-making chaos—what do you think?!

(8) No systems. This summarizes all of the phenomena above.