Workplace reviews and discussion: 達運光電股份有限公司

I really can’t think of anything; if I had to name one, it would be that it’s close to home.

1. There is absolutely no system or order. The various departments do not clearly understand their own job functions, yet they overstep their authority by defining other departments’ job functions.

2. It is a family business with traditional-industry mindsets. Despite presenting itself as an optoelectronics technology company, it operates like a traditional industry business. From top to bottom, it is run as a one-man show, with all middle managers effectively serving no purpose. Everything is decided by the so-called CEO, who stubbornly pushes ahead regardless of right or wrong.

3. Products are shipped directly to get the job done even while they are still in the R&D and validation stage. When customers return them and file complaints, the company actually blames the relevant personnel, asking why they did not insist on the principle that products failing validation must not be shipped. Whose orders were the employees following when they shipped the products?

4. There are too many meetings with no substantive purpose. Frequently, meetings are held without discussion, matters are discussed without decisions, decisions are made without determination, determinations are made without action, and actions produce no results.

5. The organizational structure is chaotic, and many departments have only one employee. How are they supposed to operate normally?

6. Whether the probationary period was passed was not properly communicated, and the salary agreed upon for after passing probation was not actually paid as promised.

7. Materials are changed frequently, with price considered rather than function. The components used are also one of the key causes of the excessively high product defect rate.

8. R&D is asked to produce test reports without actual samples. Needless to say, the resulting reports are fabricated.

9. Internal management is plagued by problems, and employee turnover is extremely high.

10. The company favors paper-based workflows. It talks about cutting costs, but after factoring in the paper used for copying and printing as well as printer maintenance, has it really saved anything?

11. The technical department asks the vice president about everything, rendering the other technical managers effectively useless. Yet the vice president is an irresponsible superior who does not keep his word. It is common for employees to be reprimanded after carrying out his instructions.