岱宇國際股份有限公司

The company entrance is right outside the MRT station exit—the only advantage.

1. The workplace photos on the job bank website are not of the Taipei office. The Taipei office environment is old, and the restroom is shared with other tenants on the same floor and often gets clogged.

2. Senior managers have no understanding of professional matters and only care about sales. They do not understand brand value and only say that they are a luxury brand, yet they fall far short of the standards of a luxury brand—and have nowhere near a luxury brand’s budget.

3. For company gatherings, they only serve alcohol that the owner wants to sell but cannot move. After a few drinks, certain senior managers begin making reckless and inappropriate remarks, particularly toward young female employees.

4. They do not respect professional expertise. When someone’s opinion differs from that of senior management, they begin using various petty tactics to pressure that person, including changing their seat, replacing their computer with one that has been smashed, threatening to cut their pay, blaming the same employee for every mistake, prohibiting them from attending meetings, and promoting their favored employees so that people with no expertise end up leading those who do.

5. The owner’s own history is quite remarkable; searching their name online will tell you what you need to know.

6. During the interview, the manager spoke about the vision in lofty, grandiose terms. Once you join, you will understand what it is really like.

The supervisor doesn't micromanage employees and is very good to them.

1. No flexible working hours

2. No bonuses

3. No pay for typhoon days off

4. Very poor benefits; no salary raises and no snack area

5. The company is very stingy with its employees

1. The Taichung office building has a pleasant environment.

2. The company benefits are good.

3. It is a publicly listed company.

4. The products have their own brand.

1. The ID department manager arranges subordinates’ work from the perspective of what is “beneficial to himself,” which often results in ID designers receiving project information that is not what the sales team or clients want, but is instead based primarily on the manager’s own ideas. As a result, ID designers often either do work for nothing or go around in circles within a project, only to return to the starting point, because the manager’s ideas differ too greatly from the goals or direction sought by the sales team or clients.

2. The ID design manager is not a senior professional in this industry, but was parachuted in from another industry. Consequently, he is extremely unfamiliar with this industry’s manufacturing processes and design priorities. After more than two years here, he has produced no substantive achievements, so he does everything he can to claim credit in various design projects.

3. During this period, the department expanded because of new projects, so the ID manager carefully selected and hired a senior graphic designer. However, during project execution, the newcomer’s approach differed from the manager’s ideas, leading to frequent disagreements. The manager said that designers could express their own ideas, but during discussions he repeatedly tried to make his own ideas the focus. As a result, three days before the graphic designer was about to complete the three-month probation period, the manager dismissed them. This graphic designer had made no mistakes on the project, and their design proposals were of a very high standard. The manager wasted company resources by repeatedly interviewing new candidates, only to remove them in the end.

4. The ID manager often tells people in other departments that he comes from a design background, but in the eyes of designers who actually graduated from design-related programs, he is a design layperson who relies only on a graduate degree and has none of the basic design skills or common knowledge. He cannot use either 2D or 3D design software. Most laughably, he demands extremely high-quality proposals from ID designers and often nitpicks, yet his own proposals to clients are “designed in PowerPoint,” without using any design software at all. Impressive!

He is also extremely unfamiliar with product development processes and material applications. Once, after a product structure had been welded and was found to be shaking, he suggested to the mechanical engineer that expanding foam sealant could be sprayed in to reinforce it. Would expanding foam really be stronger than welding? Which mass-produced product would use expanding foam sealant on the production line? His ideas can only be described as wildly imaginative and creative, as well as very naively “cute.”

5. Most ironic of all, this ID manager has great disdain for the work of “product exterior design.” He believes that it is neither difficult nor valuable, yet he likes to tell other departments that he graduated in design, while calling himself a “design director” in front of suppliers and clients—confirming that the more someone lacks something, the more they like to brag about it. The fundamental core of industrial design is exterior design. A product’s functions and mechanisms require the combined efforts of various departments, but this ID manager believes that “creativity” is the core of industrial design. However, what he considers creativity is merely wild imagination in other people’s eyes. Someone without experience in sports and without a mechanical background will find it difficult to create genuinely useful “innovations” in this industry. Innovative products arise from cross-disciplinary integration, not merely from the ID manager’s own “creative thinking,” which will only produce more worthless “garbage.”

6. The ID manager cares greatly about his image in the eyes of other departments (although many departments already have a negative opinion of him), so he always sides with outsiders and accepts unreasonable demands from other departments. Lacking professional experience and project management skills, he causes his own department’s workload to increase continuously—the classic case of “an incompetent commander exhausting the entire army.”

7. This ID manager also shifts blame and stabs people in the back, so when dealing with him, you must keep written records to protect yourself. People in other departments have already been stabbed in the back by him two or three times. When a colleague asked the ID manager to send an email, the manager replied, “If everything needs to be in an email, then what’s the LINE group for? We might as well all leave it.”

8. If there is credit to be claimed, the ID manager will always take it (without sharing it with department colleagues), and he will not speak up for colleagues in his own department; he only says good things about himself. When something goes wrong, the ID manager always shifts the blame, looking for a scapegoat to take the fall.

9. After this ID manager joined the company, many people left the departments under his management (the ID and PM departments), because everyone questioned his management and professional abilities.

10. In addition, after a recent ID graduate joined the company, the ID manager assigned them to work on a project. However, the project did not proceed smoothly because the ID manager did not really understand the client’s needs. He kept “guessing” instead of communicating, carrying out the work and conveying incorrect information to the new ID employee, rather than using communication to guide the design process. As a result, the new ID employee repeatedly ran into dead ends on the project. The project involved products related to a cute style, yet the manager told the newcomer that he himself had no feeling for “cuteness” (incidentally, in another project this ID manager said he had no feeling for blue). We ID designers do not know how someone who has no feeling for “style” or “color” can be a designer, let alone manage designers. Naturally, this project ultimately came to nothing, and the new ID employee also resigned. We felt very sorry for this newcomer. The manager had confidently promised to guide them through the project, but not only did he provide no design assistance, he also left the newcomer frustrated with design work and without learning anything.

If this gentleman, whose color is like a cloud, is still there, I recommend not joining the ID department, because you will only be used as his stepping stone and will have neither your own stage nor opportunities for development!

Are there any?

A very stingy company / pathological overcorrection regarding 2S / mid-level managers with no professional competence / salespeople and project managers with absolutely no common sense / senior management that only engages in internal power struggles

1. Finish work at 5:30 p.m., earlier than at most companies (provided that you can actually leave early)

2. One and a half hours of rest at noon

3. A suitable place to practice emotional intelligence—or heaven for useless managers

1. Senior managers fight intensely, leading the company in internal conflict

2. Most managers lack ability but love to pretend they know what they are talking about

3. There are far too many managers but far too few employees to carry out the work; one person is made to do the work of three, and vacancies are not filled

4. Poor work efficiency: a single document often requires approval from three to five departments, and all of them are paper documents that must be delivered in person

There is absolutely no system—management only makes frontline employees take the blame. The boss profits to the death, while employees work themselves to the bone.