Mistakes Managers Often Make

While workings in a book bindery as a summer job, I came across a private instructor who stony-broke one of the 101 Biggest Mistakes Managers Make. The rule broken was showing discrimination non based on performance.This bindery, worked in a factory like setting, and chartered most passel for minimum wage. The salary offered attracted a range of people from students, to housewives, and foreign speaking Americans. I accepted the position for minimum wage, and was dexterous to be busy for the summer months. What I was not happy with was the favoritism that ran rampant throughout the bindery.My manager began showing signs of favoritism in genuinely small ways, further as the summer wore on, the signs of favoritism began growing and growing. It seemed that this occurrence bindery hired relatives, friends and anyone who knew anyone. Obviously, this can be an asset as soundly as a negative. In my case, it was a definite negative. My manager had several relatives and friends work ing in that location that were her obvious favorites. Since I was not re youthfuld and had known her previously, I began to notice a pattern of more difficult jobs qualifying to me, and the easier jobs going to those that she knew or liked better than me.When I brought this to her attention I was told that there was no favoritism going on and was making something out of nothing. As this pattern continued, other workers began to take notice and become irritated. They were reluctant to anticipate her due to the fact that they knew I had, and not provided received no satisfaction, it seemed that I was no even more unpopular.The jobs that came my way now were ugly. The books were passing heavy to pack, messy to inspect and often scattered throughout the bindery so I had to go find them. I discover my workload and noticed the workload of the favorite ones was much, much different. Theirs consisted of paperback books, that needed little to no inspecting and were light to pack and al ways on the same cart in the same place.I finally was able to convince a a few(prenominal) people to come forward so that the issue could be resolved. regrettably they did not receive satisfaction either. In fact, they were labeled troublemakers and their workload drastically changed for the worse very quickly.At this point, I felt personally accountable for their unhappiness and difficulty at work so I obdurate to take the next step. As professionally as I could be, I spoke to Human Resources about the situation. I was assured that it would be address with the person immediately and I would not find any get on unfairness. I was sure that this was the end. Work would return to normal and the workload would be evenly distributed again soon.What I did not expect was further unfairness. This manager now truly detested me and her actions were comp permitely obvious. Now my jobs were piling up and all nightmare jobs. My coworkers that had come forward now seemed to be get a break. A ll their bad jobs were coming my way instead. I knew that this had bygone from a professional disagreement to a personal one. I didnt know what to do. I wanted to stand up for myself but feared future day retaliation.This was just supposed to be an easy summer job. I wasnt sure if it was worth all the headaches. Still, I knew what I had to do. I do an appointment with the Vice President to discuss the matter. He boasted of an open threshold policy and this time I was positive that it would be handled once and for all. My coworkers were neural for me and still upset about what had transpired between them and her. They were not interested in coming forward with me, and I didnt blame them. This was supposed to fun. even so to support me, they began taking frequent breaks, working slower, coming in late and caring less and less about the condition of the books that were being move out. I have to admit, although not intentional, my attitude had gotten worse which directly resulted in less care with the books. Work in this part of the bindery was grinding to a slow halt. Our division was getting further and further behind but nothing was done. We were just instructed to work harder and faster.My meeting with the Vice President went well and the days after that went along much smoother. Unfortunately by the time this meeting took place, the summer was almost over and we were still weeks behind in production.I left that summer wondering how this had happened at all. It was a elementary issue I had thought. I had expected maturity and professionalism. I didnt know that people like this, with this type of mentality existed in hurrying management. I learned that this type of person exists on all levels and what was a simple issue that could have been resolved in five minutes, dragged on for almost three months and resulted in hundreds, if not thousands, of dollars being lost or wasted.During my meeting with the Vice President I explained how simple this issue i n reality was and the only reason it had gotten to him was because it had not been handled in the first place. I let him know that employees need a person they can go to when issues arise.I suggested a non-bias person that could listen and act appropriately. Having to go through the range of a function of command is a good way to start but when the business isnt resolved there has to be someone available, without the busy history of the Vice President. The whole situation was an eye opener and taught me not only how to stand up for myself professionally but how to make suggestions that may assist a company avoid these mistakes in the future.