英屬維京群島商克麗緹娜行銷有限公司台灣分公司

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The new business unit is a complete disaster. Do not come here under any circumstances. The manager’s moods fluctuate greatly, and they are extremely execution-oriented. They chase you for progress every day; even for minor matters, they keep watching and watching until you can barely breathe. The manager only needs an assistant. Salespeople with ideas and resources will definitely meet their demise here. The department is understaffed, yet business responsibilities must be clearly divided. Principal + bell ringer + teacher + janitor—all in one. Never before have I encountered a manager and working arrangement like this.

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The allocation of responsibilities is extremely problematic. Regarding the company’s seafood products and various physically demanding support tasks, it is not that the company lacks business, manpower, or male employees... Rather, the company habitually shifts the responsibility for transporting seafood products, physically demanding “support” work, and various general affairs duties to the IT department. Then, the departments that should take responsibility simply pretend nothing is happening, shirk their duties, and show an indifferent attitude. The manager of a particular department is merely a switchboard operator who lacks both the technical skills and the knowledge to handle problems, and now is even unwilling to provide support for physical tasks. That manager only knows how to shift the blame and shirk responsibility onto frontline employees; bug-fixing progress is severely behind schedule, and the blame can still be shifted onto frontline staff. Please think carefully before considering joining the company.

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Even though the company clearly lacks technically skilled personnel, the manager of this department spends all day wanting to argue with colleagues. Arguing would be one thing, but the manager has no technical skills and their relevant knowledge is also a complete mess. As a result, the manager acts like an operator, constantly transferring work to subordinates. Sadly, the manager cannot perform any practical tasks or handle problems. This operator-manager also likes to use their position as a manager to pick fights and argue with colleagues everywhere. In addition, the company has problems with the allocation of authority and responsibilities. It is common to interview for position A, only to be hired and then assigned to do completely unrelated work, so think carefully before reporting for work. Moreover, this company is extremely stingy toward departing employees: it counts as few holidays as possible and makes no effort to communicate at all.

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There is a vice president with poor emotional management who also yells at and treats women in the workplace rudely. Responsibility and authority are unclear throughout the company, and the sales department habitually shirks its own department’s affairs and tells other units to handle them. Every unit is understaffed; managers, regardless of their ability, just give orders and drive away the people who quietly do the work.

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1. Job responsibilities and authority are unclear. Everyone is treated as both sales staff and graphic design/marketing staff. Training instructors also have to handle sales and visit clients. Internal paperwork involves severe duplication of effort, and there are a great many unproductive meetings. There is never enough time to finish everything, resulting in low efficiency. Sales staff are even afraid to visit clients. Managers have neither authority nor strategy, while senior management only knows how to lecture. With such chaotic and overlapping responsibilities, and management operating without direction, how could there be good performance?

2. Administrative procedures are overly complicated: In addition to submitting an electronic application, expense reimbursement requests also require paper documents to be submitted for approval. Can't this be simplified? It's even more bureaucratic than government agencies.

3. For company activities, even expenses amounting to tens of thousands must first be paid out of pocket. Employees are not all born into wealthy families.

4. Given the circumstances above, employee turnover is extremely high, resulting in gaps in work responsibilities. When new employees arrive, they can only figure out their duties on their own, which frequently leads to mistakes.

5. The current management culture only knows how to pressure people to meet performance targets, with no consensus with the franchise stores. It feels as though we are gradually drifting apart, like two parallel lines.

6. Overall, things seem to be getting worse and worse. The company's products are actually very good, but if this management approach continues, it will truly ruin the Clarins brand that was built over many years.

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Everything

The office building is impressive and modern, with convenient transportation. It is located in the prime area of Xinyi District and has a good environment.

1. In reality, it is a direct-selling company. The so-called beauty salon franchise system is an organizational structure combined with a direct-selling model, and the product sales plan also requires calculating direct-selling BV values and commissions for each level. This is not actually a disadvantage; it is part of the company’s operating system. However, externally, it is packaged as a cosmetics company to attract people who are unaware of the situation to join.

2. It is a very traditional family business. Different branches of the family all want a share in the company’s operations, influencing decision-making and processes. Professional managers have little room to发挥 their abilities here and cannot use their professional judgment to determine what should or should not be done. Vested interests will continually interfere with the content of the work in order to consolidate their positions, and employees may even be loudly berated by family members.