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a question to ft management
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<blockquote data-quote="curiousbrain" data-source="post: 1055002" data-attributes="member: 31608"><p>I preface this with a hefty "I'm-not-real-management", just a part-time supervisor.</p><p></p><p>Hoaxster is right: nobody really cares what you think. Or, perhaps in a more convulated way: maybe some one cares what you think, but no one cares what they think, ad infinitum. At a certain level in Operations, service still matters to the members of management and the hourlies; however, there is a level above at which the orders/pressure/demands/threats begin, and eventually it will become clear to you that service does not matter anymore. It's never direct, but it's just this sort of cloud of indifference that exerts constant pressure to extract more labor from less working hours.</p><p></p><p>As a member of Operations, you'll probably work with methods, OJS, and less formal ways of trying to meet these seemingly random metrics. However, it will never be clear to you (or, at least, it's not clear to me yet) where these numbers come from - or, more importantly, the method or logic of how these metrics are created - it will just be a wall, from which numbers regularly emerge. Worse, the more academic of those among your superiors, will actually hold you in contempt because ... who cares why, but they will - and they will do crazy things like change PKG without telling you, then berate you for missing a number they changed two days ago when you plan two weeks out.</p><p></p><p>If there is one thing Hoaxster said that I agree the most with (and I'm paraphrasing here): your personal convictions and ideals are not what matter - the <strong>most</strong> important thing, bar none, is results. How you achieve those results is (barring totally ridiculous things) largely irrelevant, so long as you don't get caught.</p></blockquote><p></p>
[QUOTE="curiousbrain, post: 1055002, member: 31608"] I preface this with a hefty "I'm-not-real-management", just a part-time supervisor. Hoaxster is right: nobody really cares what you think. Or, perhaps in a more convulated way: maybe some one cares what you think, but no one cares what they think, ad infinitum. At a certain level in Operations, service still matters to the members of management and the hourlies; however, there is a level above at which the orders/pressure/demands/threats begin, and eventually it will become clear to you that service does not matter anymore. It's never direct, but it's just this sort of cloud of indifference that exerts constant pressure to extract more labor from less working hours. As a member of Operations, you'll probably work with methods, OJS, and less formal ways of trying to meet these seemingly random metrics. However, it will never be clear to you (or, at least, it's not clear to me yet) where these numbers come from - or, more importantly, the method or logic of how these metrics are created - it will just be a wall, from which numbers regularly emerge. Worse, the more academic of those among your superiors, will actually hold you in contempt because ... who cares why, but they will - and they will do crazy things like change PKG without telling you, then berate you for missing a number they changed two days ago when you plan two weeks out. If there is one thing Hoaxster said that I agree the most with (and I'm paraphrasing here): your personal convictions and ideals are not what matter - the [B]most[/B] important thing, bar none, is results. How you achieve those results is (barring totally ridiculous things) largely irrelevant, so long as you don't get caught. [/QUOTE]
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