Look at President Obama

A legend in his own mind – even worse.  If you thought Neville Chamberlein waving peace in our time was “Britian’s Biggest Pre-War Joke aka Monty Python “  imagine a clueless statesman making broad policy statements for the Middle East devoid of historical background.

Worse yet even when dressed down in detail with reality this clown goes off – undisturbed off his creator given path to further press the issue at the G8

Luckily someone or something got to Canadian Prime Minister Stephen Harper to make some sense to the American Prezz

You would think that after 2 wars and appeasement that the Europeans would have learned a lesson

Guess not.

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Once there was a happy worker ant – so happy and productive

She came to work every day cherry and happy

At the end of the day she had earned her paycheck well

Well not all to well in the world of upper management and theories of personality and production

The boss a lion , thinking and pondering , while evaluating just how smart he was since he was the boss came to the conclusion that with this level of productivity and profit that given there was no supervision , and since the ant was “only a worker”  that events and profits would be much greater if a supervisor was employed ( not unlike the Pharaoh’s management team – the overseers)

A supervisor “The Cockroach” was hired due to the inherent ability of the Cockroach supervisory character to write good reports.

Once the Cockroach as hired , well he decided and determined that he needed a secretary both to enhance the size of his departmental budget, to issue the orders and to type out the reports.  Not that the budget did not have an allotment for a new Dell 8 core computer complete with a color laser printer and collator

Now amazing reports could be issued for board meetings as well as salary reviews for the staff demonstrating why raises could not be awarded,  yet while pointing out the wonderful stats of the upper management

Its all who tells the story and how the trend lines are drawn and laid out

Add to that all the whiz bang colors and the abilities of sophisticated color graphics to dazzle , camouflage and emphasize

Guess what now a spider needed to be hired simply to manage the data in the new time clock system ( introduced by the Cockroach)  as well as to monitor bathroom breaks and record phone calls.

Amazingly things had run just fine before with no time clock what so ever

Graphs and charts were provided on a regular basis to  upper management , for board meetings,  upper management and the directors of the company were rewarded with large bonuses and even stock options and travel perks

The CEO and his wonderful results ( according to graphs always listing upwards)  were a continual fixture in the Wall Street Journal

Somehow a lag came to the business. It came to finger pointing time.  Poor production levels and profit from that one department.

Guess who was fired -  the ant since that employee suffered from poor morale and an unsubstantial “work ethic”

So goes the merry go round

Wonder where it will stop ?

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After all , business for most is bad if not terrible.  Its never a fault of upper management.  After all their perks are sacrosanct and given by the creator him or herself.

Many companies are showing increased bottom lines.  Yet when financial analysts , evaluate the stock market and business data it seems, that it is not as a result of increased sales , or new product releases onto the marketplace but rather mainly due to staff and staffing reductions

Less people to pay on the office , factory or sales floor , hence revenue minus lower expenses yields a greater bottom line.

Wonderful – if you follow this logic GM and Chrysler must have the greatest management in the world whereas in essence while the bottom line increased steadily on the color graphs and charts the company was cannibalized , new product development and research halted , production reduced , and the best and most experienced staff let go.

If they were working for the company , rather than being on pension at least the firm would get some value for their money.  What is left , if any staff are a bunch of  innocuous   ( to upper management ) “yes men”

Regardless of reality if you are lucky enough to attend the “moonie session”  be prepared , regardless of the wordy themes ( building bridges with staff / suppliers , enhanced service levels in 2010,  our customers are our future , our staff is most important to our success etc etc) be prepared to a session on “in 2010 you are Going to HAVE TO LEARN TO JUGGLE !”

Here for your benefit is a lesson on the “art of juggling”  101

Step 1 : Cascade ( One Scarf)

Begin with one scarf in your dominant hand.  Hold it with your palm down , between your thumb , first and second fingers .  The backs of your hands should be visible to you.

With a scooping motion from outside to inside, toss the scarf.  It should go across the center line and peak about 8 inches above your head on the opposite side from which you threw it.

Catch it in your subordinate hand with your palm down.

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All true but the hidden agenda may well be to maintain and enlarge the execs / sales managers / supervisor’s  means to get another job in the industry.  After all if they are not “experienced”  “familiar “  with the alphabet soup of the day their days of promotion to another or better or escape hatch job – while the going is not too bad – are somewhat limited.   “Are you experienced with  gobbledygook number x 2009 …..No then come back and see us when you are.”   Guess which exec or employee pushes for that new computer program / management tool /  monitoring program ?

The most amazing part is that once in place , after all the preparation and high priced staff in place to lecture willing or captive employees on the merits of the program , that upper management , supervisors and bosses are totally inept at any simple comprehension of  the basis of the whole program and its concepts.

For example on the plane , with plenty of scotch , they may glance over an add in a magazine ( which they borrow off the plane , after all they paid a business class fare) , which states that the “phone is the most underutilized tool of most employees – let your fingers do the walking…” .  One may well ask what about the internet and the mouse in this day and age of the year of 2009.   At meetings , in interviews and on meetings in the field ( as an observer only there to help) , the exec/  supervisor boss may well spout this phrase incessantly .  However at the same time he may well admonish staff for using the phone too much.

Its not a case simply of trying to cause trouble and prove whose boss , of incompetence or even stupidity.  People go back to what they “grew up under “  and what they know.  Alcoholics or children of alcoholics and dysfunctional homes often go right back to the same behavior they knew and grew up under .   Why – they know it works , its rock solid and after all it feels “best”.

In the same way and manner most managers no what the program is , or what the new flavor is – which has been bought or cost a fair amount of money of resources to purchase and implement will always go back to “more of the same “.   Count on it.  Its a truism of life.  Get with the program.

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Some of the times it is not only management and upper management that should be blamed – workers and their leaders – in the case of the auto industry and specifically the American domestic auto industry that should be examined

Although it can well be said that upper managment in the American car industry was “clueless”  and “devoid of reality”  the case can well be made that for many years it was not the upper execs ( at the top floors dining on fine china in the executive dining rooms), were not making the decisions on auto productions – levels , standards and models .

The decision were being made either by politicans – with their demands and standards – be it safety , fuel or otherwise with the input of the unions chaneling upper management with all their demands – pay and benefits.

We all know of the $ 85 dollar an hour forklift operators, and all the benefits and costs that the automotive companies were saddled with.

If production slowed down workers were paid full bore almost not to work

You might think you were dealing with a government agency – a civil service organization

It was no wonder that “foreign “  autos even those made in the states cost less

Yet look at the qualifications of these union leaders – be it in the US or in Canada with the famous Buzz Hargrove.  What qualificiations do most of these individuals have other than they were good party ( nightime partying and drinking to either get the union appointments or to drink the auto execs under the table socially to have them agree to union requests / demands / blackmail)

Nothing is for nothing.  The costs that the car companies were saddled with had to come from somewhere. It was one giant game with the company “in bed with the union”  according to the viewpoint of the 85 $ dollar an hour fork lift drives.

What both forgot is who they were working for was the American consumer. The car that GM sold for x amount that was good value compared to the import that sold for X + 1000 dollars , should of had a sticker price relating to the actual price of the vehicle , or its constituent imported parts at the port of entry less tarrif fees , not those fees and taxes included.  Yet government was pieced off as well with increased levels of sales and import taxes collected.

Now that the unions will have a giant say as having substantial percentage of ownership of GM how are they going to blame upper management.  Its all in the viewpoint and the money you earn / take home / steal.

Original referenced viewpoint article: 

Outsourcing Top Management: The Lesson of Fiat-Chrysler
By: Dean Baker Monday May 4, 2009 8:20 pm  13
The media coverage of the auto bailouts has focused on the need for union autoworkers to take big pay cuts, causing them to once again miss the real story. The Fiat-Chrysler deal shows that the pay problem is at the top, not the bottom. At the end of the day, the new Chrysler is still likely to be producing most of its cars in the United States. What the new company will be getting from abroad is technology and top management.

This big story was so easily missed because it runs against one of the main myths that our elites have cultivated about the US economy: that the country has a “comparative advantage” in highly skilled labor. In this story, the United States will continue to lose manufacturing and other “less-skilled” jobs as its economy becomes more concentrated in highly skilled sectors.

This story was convenient for our elites because it meant that the decline of manufacturing was a necessary, if sometimes painful, part of a natural economic progression.

It also justified the growing inequality in US society that benefited not just Wall Street bankers and CEOs, but also millions of doctors, lawyers, economists, and other highly educated workers. These people took their six-figure salaries as a birthright, even as the pay of less educated workers stagnated or declined.

While this story of the US becoming a high skills center in the world economy may have been comforting to the elites, and was widely promoted by economists and the news media, there was never much truth to it. Highly skilled professionals did well in recent decades not because they succeeded in international competition, but rather because they were largely sheltered from it.

Trade agreements like NAFTA were explicitly designed to remove any barrier that made it difficult to export manufacturing goods to the United States, thereby placing US manufacturing workers directly in competition with their much lower paid counterparts in the developing world. Most of these restrictions had nothing to do with tariffs. Instead the key issues were rules protecting investment in the developing world along with limits on the ability of the US to exclude imports through safety or environmental regulations.

There has never been any similar effort to eliminate the barriers that prevent professionals from the developing world from coming to the United States and competing directly with their US counterparts as doctors or lawyers or in other highly paid professions.

The economists and the media somehow failed to notice that professionals were intentionally sheltered from international competition and instead just trumpeted them as the winners in the global economy. We were just treated to a beautiful example of this double standard when the media and the economists got all huffy about the “buy America” provision in the stimulus bill that might have protected a few manufacturing jobs in steel and other industries.

While this provision was roundly condemned and eventually watered down, the buy America provision in the Treasury’s latest bank bailout bill went completely unnoticed. This provision requires that any investment manager taking part in the program be headquartered in the United States. Even though the argument against protectionism in financial services is identical to the argument against protectionism in steel, no one bothered to make the argument when Wall Street was the beneficiary of protectionism.

The end result of this protectionism for those at the top is a bloated overpaid sector of top managers, which is what we saw at Chrysler. If we compare wages for assembly-line workers in Europe and the United States, there would not be much difference between the pay of UAW members and their counterparts in Europe. However, there would be a very large difference between the multi-million dollar pay packages of the top executives at the US companies and their European counterparts. The pay gaps persist among the more highly paid engineers and management personnel.

Therefore, it was only logical that a bailout of Chrysler would seek to take advantage of the lower cost management and design skills available at a European car company like Fiat. In Chrysler, as in other companies, the high pay packages for these people are like an anchor dragging them down in international competition. If the US is to be competitive in the 21st century, we must either bring the pay of those at the top back down to earth or we should look to follow the lead of Chrysler and contract out for these services.

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Many in management and upper management use the refrains “It’s Company Policy”  or “This is classified as a company perk”

Such logic and answers were dealt with and handled at the Nuremberg Trials after the Second World War. Reasons and answers such as “I was just following orders ” and “I was just a small man”  were no excuse.   Imagine this if you can – people are promoted to management for their skills and experience in making well thought good judgments possessing sound judgment skills and then proceed to hide behind such flimsy logic and reasons.  Do they think that they are dealing with idiots in terms of workers and shareholders.  Then again perhaps they are.

In many companies , sacred cows are perpetuated by the classic catch -22/  that if it is still around , then it must work , because it is still around”.  This is the logic of a former owner / manager of a disreputable temporary employment agency who when asked by a neighboring firm that his staff was pilfering and involved in theft of goods and cash from the second business , who now had to be on vigilant watch.  The moronic low life “manager”  apparently replied ” That is not so”  “We are one big family” “That could never happen”.  All the while the staff were involved with the sale of contraband on the side  while upper management was involved in some not well thought out interactions with staff members on a daily basis.  The comment may well have been correct and accurate.  In many , if not most cases , people use their family of origins as their basis of standards in their lives.  If you grow up with miles as your standard measurement of distance and speed then any metric measurement will automatically be compared to your yardstick of miles for measurement for assessment.  In the case of dysfunctional families , the family situation is taken as a yardstick and standard.  The staff members may well have been acting “like a family”  , even a cohesive family.  Only one problem that standard was of a dysfunctional families of liars , cheats and thieves were theft was a perfectly normal and standard fact of any “ordinary family”  .  The amazing parts are firstly why do not , apparently intelligent ( or in this case not intelligent) members of society cling to these poor values in spite of evidence that these are not good terms .  There are two answers

1) because even if it is a poor standard , you know that in the pinch they will “work “  to some degree and can be counted on

2)  the answer found in many corporations “  It is policy”  or “It is always been done this way”.

What a bunch of stupid morons.

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Here the Titanic is slipping below the water and both on the well known fated voyage and the demise upper management is congratulating themselves on their well earned bonuses, when in reality they should be sacked or if the angry mobs of Americans had their way shot.

Legends in their own minds.

Pure evil.

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Nov. 27 (Bloomberg) — General Motors Corp., criticized by U.S. lawmakers for its use of corporate jets, asked aviation regulators to block the public’s ability to track a plane it uses.

“We availed ourselves of the option as others do to have the aircraft removed” from a Federal Aviation Administration tracking service, a GM spokesman, Greg Martin, said yesterday in an interview. He declined to discuss why GM made the request.

Flight data show that the leased Gulfstream Aerospace G-IV jet flew Nov. 18 from Detroit to Washington, where Chief Executive Officer Richard Wagoner Jr. spoke to a Senate committee that day and a House panel the next day on behalf of a $25 billion auto-industry rescue plan.

Representatives at the Nov. 19 House hearing including Democrat Gary Ackerman of New York faulted Wagoner, Ford Motor Co. CEO Alan Mulally and Chrysler LLC CEO Robert Nardelli for taking private jets to Washington to plead their case.

“Couldn’t you all have downgraded to first class?” Ackerman said.

Symbol for Critics

Critics of a federal aid package for GM, Ford and Chrysler spotlighted the exchange to attack the money-losing companies as undeserving of a bailout. GM, the biggest U.S. automaker, has said it may run out of operating cash by year’s end without government loans.

The Gulfstream jet was leased from GE Capital Solutions in Danbury, Connecticut, a unit of General Electric Co. After the plane’s latest flight to Washington on Nov. 25, and from there to Dallas, its movements could no longer be tracked.

An FAA spokeswoman, Laura Brown, said she couldn’t immediately determine whether her agency had granted GM’s flight-privacy request. “We do this routinely” for aircraft owners, she said yesterday. “They don’t have to have a reason” for requesting the block, she said.

The FAA tracking data don’t identify who is aboard the flights.

GM also has seven planes in its own fleet. All were grounded yesterday, said a spokesman, Tom Wilkinson. Two are for sale and two are in the process of being listed for sale, while Detroit-based GM plans to keep three, he said.

The leased Gulfstream has made 10 trips to Washington this year, including three since October, according to data compiled by Houston-based flight-tracking service FlightAware.com.

GM said it often sub-leases the airplane to other users. GM officials said company employees weren’t aboard the jet on the final Nov. 25 flights before its movements ceased being tracked.

http://www.bloomberg.com/apps/news?pid=20601087&sid=afrKemH3i.2Y&refer=home#

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“Rule Number One”  You can never trust your employers to be responsible

Along with this is rule number two being “Any discussion of management decisions is to be taken as a direct threat and attack on the manager”

Rule Number Three :Any  continual education of most kinds is to be seen as another direct threat as “Everyone else ( especially those who work under me”  is after my job.  “  Somehow this pathology continues.

The one exception to this rule is where the company has mandated a course.  Talk about Dilbert.  The manager has thus taken (?) the course. It may well have involved a drunken meeting of sorts for upper management.  Well at least some air travel points ( to which they are more than entitled).

In this situation of the post course educated management type the poor victim may have to listen to the words of wisdom spouted by the scholar in his attempts to impress others.  For example it may be a course on buying behavior clusters.  In actuality this may be one half to a full page in any standard marketing textbook.  Yet the intelligent manager may spout at after each encounter with any human being his immediate label.  “That is an early adopter”,  “”That would be a later adopter ” etc etc etc.  The amazing part is that the whole concept may ( and is usually)  is taken out of context of its acutal use or indeed any relevant use or helpful appropriate label.  Its the non-seeing idiot leading the blind so to speak.

This type of person has his ego directly embedded with his position. He or she as been taught ( indeed it is a mantra of their existence)  that without their job / position they have no worth as a human being whatsoever .  This may fall into other fields as well as “Moonie , If you are not making money then you have no worth as a human being ( at least ) in our eyes

The problem with these internalized ” rules “  is that any reaction or “human resources”  to any questions or concerns of an employee is a direct attack on that person regardless if the idea has any merit any well or positive benefits to the organization involved.

What a bunch of morons.

An insightful letter to the editor:

A heated debate on the rescue plan for the “Big Three” automakers (GM, Ford and Chrysler) is raging on both sides of the border. Both governments (U. S. and Canadian) are going through their empty treasury cupboards in near panic haste. Everybody is trying to do the “right thing” but there is a danger that just the opposite will be achieved. How did we get into this deplorable situation?

Ever since the demise of the Trudeau leadership, all subsequent political leaderships did away with this “vision for the nation” thing. It became too difficult, almost impossible, for most of our political leaders on all levels of government to think beyond today. Long-term economic planning for our nation became viewed as a communist ploy and was banished from the vocabulary of our governments.

It was substituted by short-term (quarterly) myopic vision. Companies have to make truckloads of profit by the end of every quarter (i. e. three-month period) in order not to disappoint the anonymous stock market analysts and it will surely result in both the big bonuses for their CEOs and ever-increasing prices of their shares.

During his nearly two-year contract (2001 to 2002) in Chrysler, that was under the German management, this writer noticed how dispirited the employees were by the constant reorganizations and restructuring, how arrogant, unwise and unimaginative the top management appeared to be.

I witnessed the suppliers of Chrysler being squeezed by management into 15% reductions in the prices of parts announced to them via e-mail on Friday afternoon and being effective the next Monday. I have seen many highly skilled and innovative information technology staff being outsourced to Indian companies and many other management blunders.

It kept on getting worse as time went by. It almost felt like management’s business plan was to destroy the company as fast as possible.

All top managers (CEO, CIO, CAO, board members, etc.) should have been “promoted” to a very ugly jail and charged with committing serious criminal economic acts. Instead, they got multimillion dollar bonuses, lucrative stock options and other valuable perks. And everybody else got shafted.

This was standard operating procedure in the entire auto industry. GM — the Dick Cheney of the automotive world, once the most powerful corporation in the world — was the most mismanaged of them all. And now, we should be bailing them out with our money? No, let them go bankrupt!

In order to provide meaningful financial relief to GM, Ford and Chrysler, which would assure their existence, both the federal and the provincial governments would have to fork out billions (not hundreds of millions) of dollars. Anything less would be worthless. Yet, there would be no guarantee that they would survive. What should we do?

In these times of acute financial distress on every level –federal, provincial, municipal, corporate and personal — it would be morally and intellectually wrong to pour our shrinking financial resources into an industry that is a part of the problem rather than a part of the solution.

http://www.northumberlandtoday.com/ArticleDisplay.aspx?e=1305226

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You may hear the spouting of slogans of “I accept responsibility”. But when it comes to action and acceptance where are these same types. It not unlike the United Nations soldiers who themselves may be charged with abuses, or in Lebanon on not seeing the return of terrorists under their very noses. What are these people in charge of?
What are they being paid for? It’s all the emperors’ clothes with no shortage of “Cannabis” and “Yes Men” in the wings.

Anyone who has been at an airport can tell you that someone is terribly wrong. But where are the F.C.C. and its upper management at all. Ditto that for the financial markets. Freddie Mac or Fannie Mae Stock was going to hell in a hand basket. Turn on a radio or TV set in the last year and all you heard was of the looming crisis and whether for Canadians was it a good time to buy a home in Phoenix or wait for worst to come. Yet no one in upper management or in politics was aware of this. It’s as if they were all just putting in time. How sad.

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