經登企業股份有限公司

The colleagues below the senior executives are quite easy to get along with. If you raise questions or encounter problems, you can get assistance.

Lunch breaks are very fixed; the company rings a bell and everyone takes a break to eat.

From time to time, the company provides complimentary drinks or extra dishes.

Learn how to flatter people and cater to your supervisor to make them happy?

It depends on which department you are in and which supervisor you work under. A good supervisor takes you to heaven; a bad supervisor makes you want to bang your head against the wall.

If you are a graphic designer belonging to the engineering department, please think twice, because the company places greater emphasis on development than on visual presentation to customers.

Senior executives themselves are the biggest source of problems. They appear generous in words but are actually very petty-minded. Of all the companies the writer has worked for, this executive has the strongest desire for control: constantly requiring progress reports, and requiring every idea to be reported. Even when the supervisor does not understand design and makes ridiculous suggestions, you still have to treat them like the Bible and pretend you have been enlightened, while thanking them.

The company has a very complicated range of product models, but has never properly organized or archived its documentation. New employees really need to be very careful, or they will confuse the models and data. However, sometimes the person who makes things even more confusing is your senior executive, because they are occasionally less knowledgeable than you and still want to interfere.

If a senior executive is reprimanded in a meeting, they will come back and start picking on and scolding every colleague. I have seen a veteran colleague inexplicably get scolded to the point of crying. The attitude is essentially, “If I’m unhappy, none of you should have it easy either.”

And this is only what happened within the first month of joining the company; it continued to happen repeatedly until the writer left.

The senior executive would occasionally use company resources for personal matters, calling home to discuss family affairs for a long time. Sometimes this genuinely delayed reporting matters that needed to be reported. (You could not avoid reporting them either, because they would get angry later.)

There were meetings every week or every month, but the meetings were all spent listening to the supervisor talk about their own achievements or personal affairs. Each one lasted several hours, yet there was really no substance. Basically, you could only zone out and wait for time to pass. Even if you had urgent work to do, you could not work on it, making it a waste of time.

Another issue is that, although the supervisor says they will support you, when something really happens, they throw you under the bus and will not take responsibility for you. In short, all the credit is mine, and all the problems are yours. They probably felt that the writer was “too unwilling to be taught,” so they quickly asked the writer to leave as well.