Workplace reviews and discussion: 聯強國際股份有限公司

Because the job involves continuously representing new products lately, there are constantly new opportunities.

There are good managers within the company, as well as managers who like to read between the lines and cater to their superiors.

The scariest thing is that this is a company controlled by Human Resources.

The decision-maker is second only to the top leader yet has authority over everyone else, holding all the power in their hands.

Systemic problems have caused monthly reports to frequently become mere formalities.

Managers look for topics every day to prepare for the following month's report.

Some managers refer to their subordinates' reports.

Some plagiarize them, while others require subordinates to help prepare the reports.

At first, subordinates were required to fill in the tables and data, while the manager personally compiled and consolidated them into a report.

Later, responsibilities were assigned to subordinates, with each person responsible for one area and providing the completed material to the manager to produce the report.

Eventually, team members were even required to prepare the reports themselves, so the manager could simply copy and paste them into PowerPoint.

The manager's report is the most important thing; no work takes priority over helping the manager prepare the report.

However, when something goes wrong at work, you can only bear the consequences yourself, while the manager shifts the blame.

When the deadline arrives and the report has not been submitted, the manager immediately starts yelling, despite often having no clear idea of what is wanted in the report.

Then, after it is completed, the manager loses their temper: “What kind of terrible thing is this?” If even a minor detail is unsatisfactory, it is sent back for rework.

For example, if the Excel filter criteria are incorrect, the manager could simply change the criteria and save the file, but instead the report is sent back.

When something goes wrong, there are emotional managers, as well as managers who desperately try to push you out of the way.

When an issue arises, they first blame their subordinates; even when there are signs that trouble is coming, they push it onto subordinates, and when something goes wrong, they tell subordinates to pay out of pocket to deal with it...

To create opportunities to show results, they desperately order subordinates to pursue business development that is not worth the time and cost.

If it cannot be finished, they demand that it be done until midnight or dawn.

Because Human Resources pays attention to employees who work excessive overtime,

managers tell subordinates not to clock out when leaving the building and to ask the security guard to open the door.

That is because using the card to open the door creates an attendance record.

Sales should be the department that generates revenue for the company, and all departments should coordinate and cooperate with sales' needs

to strengthen the company's competitiveness and facilitate business development.

However, under the entrenched departmentalism of the massive organizational system, sales becomes the least influential group.

Even when achieving major sales results or developing a new business model,

sales staff must coordinate with the accounting-control department and the logistics department themselves,

leaving them mentally and physically exhausted.

The company even thinks it provides employees with excellent pay and benefits.

For the sake of monthly-report performance, one manager proposed incentive bonuses for new products.

However, the company did not want to allocate an additional budget for bonuses,

so it took a portion of the bonuses employees were already entitled to receive

and presented it as an incentive.

Everyone ended up with more work, but received only a reward they were already supposed to get, while their original workload was not reduced.

Even rewards provided by manufacturers to sales staff would be discussed with the manufacturer by the company as follows: “Change them into discounts for the company,” for example, movie tickets.

In recent years, the company has also taken back employees' computers, requiring employees to purchase their own business computers.

The company deposits NT$1,000 into employees' salary accounts each month and includes it in taxable income.

Later, even desktop computers were removed, and employees were asked to install software on their personal phones to answer calls.

Later still, I even heard that OFFICE would have to be replaced with a free online version.