Friday, January 18, 2013

Bitching at the Office--Sadly, if your boss is a liar, you can't trust him. Thermotron-- don't you what 2 go into management??

ok

Is your boss at THERMOTRON a liar?

(yes of course he is)

Does he give you false information about new accounts, fellow employees, job duties and office policies?

Are you constantly ciphering through his words in search of the truth? Well, don't fret. You are not alone.

According to sites like "Bad Bossology," a lot of people work for men and women who would rather lie than tell the truth. It's an epidemic sweeping the nation.

The best example of a lying boss can be seen through the company Enron. The financial lies of the leadership in Enron caused hundreds of people to lose out on their life savings. It was a catastrophic event broadcasted all over the news.

So what should you do if you work for a lying boss?

Dealing with a lying boss is a challenge.

However, the challenge doesn't lie with their behavior as much as it lies in how you respond to it. Most people fall into one of three categories. They act like a duck, a bird or an owl.

DUCKS
Employees who fall into this category refuse to the let the lies of their bosses get to them. So, they act like the lies don't exist and let them roll off their back like water on a duck's back. To outsiders, they appear perfectly content with their work conditions. Yet, secretly, they know what's going on around them is oh-so wrong.

BIRDS
Employees who fall into this category hate to be lied to and resent their lying bosses. As a result, birds talk behind their bosses back constantly and even warn newcomers. This behavior usually adds kindle to an already unfriendly/tense work-relationship between themselves and their bad bosses. Birds truly want to quit their jobs, but their financial circumstances won't let them. So, they do the next best thing, squawk about it.

OWLS

Employees who fall into this category accept the fact that their bosses are liars and act proactively in response to it. They take meticulous notes at meetings, save e-mails and keep up on office agenda. It's the only way to really deter their bosses lies and let their bad bosses know that they can't be taken advantage of. Owls usually are the go-to-people in the office, because of their job expertise and proactive behavior.

You've probably guessed by the descriptions that the balanced approach to a lying boss is to act like an owl

. Here's a few other tips I've found on works sites all over the internet. Just:
GET IT IN WRITING.

Sadly, if your boss is a liar, you can't trust him. So, for the important aspects of your job that can make or break you, get it in writing. You don't have to tell him that you want it in writing because he is a liar. All you have to say is that you want to be clear on protocol. (Wink) If your boss refuses to do this, shoot him a quick e-mail re-capping your important discussions. Of course, he won't like this, but it'll provide you with a paper trail that you may have to use in the future.
ENLIST AN OFFICE "SOURCE."
When you work for a lying boss, you will often get garbled information about office protocol, jobs and/or events. So maintain a relationship with an office go-to-person or source. This individual should be an old-timer who knows what's going on at all times or at least can find out. Your source will be able to provide you with the truth behind your bosses lies.
STAY ON TOP OF COMPANY POLICIES.
Every office has a manual that you can refer back to in order to understand that goals and aspirations of the company. Stay abreast of this information because your lying boss may distort it for a variety reasons. What am I saying? You be an expert on the rules, so you won't fall for a well-crafted fable.
Now that you've gotten a strategy for dealing with a lying boss, you will be able to wade relatively safely through their dishonesty. However, you do need to decide at one time or another if it's worth all of the extra effort. If the pros start to dwindle, it may be time to find another job.

Thermotron management-- "I'm an Offensive Person" Speech

ok

I really need help on this one. I live in holland michigan
Over the course of almost one year now I have been harrassed by a fellow employee.

She sent out an email that was a complete lie

(I have responses from the orginal source that counter everything she wrote).

The manager didn't meet her goals for a specific areas of work and tried to blaim it on me.

She told her manager (my 2nd level), who happens to be a personal friend of hers, that she "Was dead in the water" because of me.

I produced reports that showed she had a 5 week INCREASE in productivity in the area I was responsible for supporting.

I work in a secure area. My female counterpart was supplied with an access code to the area, I was not. In fact, the only people that have acess codes to the area are four females.

My 2nd level manager was well aware of the animousity that this fellow employee felt towards me and reorged me so that I am now her direct report.

When I mentioned that this was not a good idea given our past and I informed her that I saved all the emails that showed that my new manager misrepresents situations to paint me in a bad light (OK she lied). My 2nd level told me to delete them.

My new manager has continually tried to paint me in a bad light with my 2nd level. Anytime something is potentially negative surfaces or she can paint me in a bad light, she CCs my 2nd level on the email. Whenever I accomplish anything nothing is sent CCd to the 2nd level.

I have all the email this is something I can prove

Most recently, I was involved in an auto accident and was told by her to take all the time off I needed. Then I was told was all I needed was a doctors release, which I provided.

After I had already been back to work for a week, she found out she violated company policy by not opening a short term disability claim and
my manger opened a claim on my behalf on Friday of that week.

The following Monday she served me with a letter stating that "Due to the fact that [I] was absent from work and had not supplied the proper medical documentation to support my absence, [They] were concerned about my intentions toward my job" and I was forced to leave the premises until I retroactively completed all the proper paperwork

. I called HR and formally filed a comlaint about the situation.

I was told I can report back tomorrow. However, I don't know how to proceed from here. I'm not sure I completely trust our companies' HR department (see below).

In addition, she is forcing me to retroactively take a short term medical leave supposedly to "protect the company".

When I mentioned that to the HR rep she said I "chose" to work while on leave (again I was not formally on leave at the time),

however my manager had a fellow employee deliver a laptop out to me so that I could telecommute during the same time period that she is requiring that I file disability on. On the day I worked I was told that we could not push back the date of a project that we were working on.

Although she didn't say "you better work that day", my company is currently downsizing, so the threat of termination to me was insuated.

Is this legal?

Can a company retroactively force an emplyee to take short term disability?

If there is a continual pattern harrassment in general is that grounds for a lawsuit?

Also, if I have second hand knowledge that my 2nd level said she "tries to make it easier for woman,

because she doesn't want them to face the barriers that she did", is that permissible in court?

Your boss is a ruthless survivor-- has mastered the game of making herself look good at all costs -- stealing credit, inflating their unit's contributions,

Facing a lying boss? Time to work for a manager you can trust

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Staff Minneapolis / St. Paul Business Journal

Dear Joan:
I've got an intolerable situation that concerns me a great deal that you might have some thoughts on and that might be of interest to your readers.
For the past few years, I've worked with a large research institution in a unit that provides services to faculty at our institution. When I first came on board, I noticed things about the workplace that bugged me -- misunderstandings about projects, roles or other aspects of our work that seemed to crop up everywhere. Initially, I chalked it up to the fact that we were a new organization and settling into a routine or just the politics of academia. However, over time, I've learned that the manager of our unit is a habitual liar.
She misleads new hires about their job responsibilities and the nature of the work. She meets with us individually about faculty consulting, then contradicts what she told us in the private meeting when she talks later with the faculty members. She forms working groups and committees, telling each member something different about what she wants.
Most disturbing to me is that she has misrepresented our work in reports to our administration. The level of activity of consulting and other work in our unit is misstated, giving an impression that we're having a bigger impact on our campus than we really are. We give out grants to faculty and information that shows that the grant was ineffective or that the faculty member couldn't account for their spending.
She also tells groups of constituents -- faculty, administrators, and other units on campus -- different stories about what our responsibilities are or what our focus is on campus. She's even taken reports and proposals written by our staff and presented them as her own work at conferences.
The manager of my unit is a professional staff member; she isn't faculty and she doesn't have tenure. However, when individuals from our unit have expressed concern to human resources about aspects of her behavior, they've been ignored.
Many who have expressed confusion about the misleading information or pointed it out to her have been forced to leave. About a third to one half of our unit has constant turnover; despite this, she's been given additional responsibilities and absorbed other units in our division and was even given a position of responsibility on the board of our division.
My only reason for staying here is that I like the institution and the faculty that I work with. I've stayed quiet over the years, hoping that an administrator might start asking some questions. However, I'm finding it an impossible situation -- I can't believe anything my manager says and I have to be cautious when talking with faculty, administrators or co-workers, wondering what she may have told them about a project I'm working on.
I think the word is getting out, at least among some of our faculty and peer colleagues in similar units at other universities, that we're not all we're made out to be by our manager. I think my association with this unit may hurt me professionally in the long run.
Is there a way to work for someone you don't trust? Or should I just give up on the institution and move on? Is there an ethical responsibility I have here?
Answer:

Your boss is a ruthless survivor. Whether she is tenured or not, her behavior is unethical, dishonest and inexcusable.

She has mastered the game of making herself look good at all costs -- stealing credit, inflating her unit's contributions,

driving out those who question her, and even falsifying any results that don't paint her program in the best light. Do you really want to work for this snake?

Let's examine your examples:

YOUR manager is going to undercut any good work that you do,

because she is threatened, so any complaint (even an honest exit interview) will be attributed to a "disgruntled employee." Some of her faculty customers are starting to smell a rat, but you can bet the ones she's covering for will come to her defense.

Even if you blew the whistle on her, she has been putting on such a convincing show to senior management (she has even been given more responsibility), you would probably lose. I suggest that you either start applying for other jobs in the institution, or go find a more ethical manager somewhere else. And if you do leave the institution, send this column to the head of the organization.

Wednesday, January 16, 2013

Truth and Tradition - Part 1 of 2 - By Michael Rood-- thomas bannach thermotron liar

yes at thermotron
thomas bannach bragged that his lies were the "Truth"

When Roger cannady the former National Service manager-- was asked about this-- his response was "Well i'll accept you resignation" if you don't accept out lies.

After daniel j O'keefe fired him -- 4 not swallowing--- his lier and deceiver Dave Water Field said-- he believes thomas bannach's lies---

and "I heard -- about you"

as thomas bannach bragged that--
1.. if some one did a good job-- he would lie and say they did a bad job

2. if some one did a bad job--- He would lie and say they did a GOOD job

3. If some one needed help-- he would lie and say they didn't need help

4 if some one didn't need help he would lie and say that they needed help..

because at thermotron-- ever one would believe his lies

Thoman w Bannach for City Council- thermotron training-embezzlement tip #892

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yes hil sysbesma said this guy had thomas bannach "around his little finger" so he and thomas bannach

harassed and drummed out all the co-workers

robbery , thief and embezzlement -- lieing cheating and stealing leading astray and character assassination is the preferred way of a Holland michigan thermotron employee

embezzlement tip #892

If you really want to be good at supplamenting your income .. contact Gregory V Johnson..

Ask gregory v johnson about the embezzlement rate... he bragged that he was not as big of thief as hil sysybesma..

1. JOHNSON, GREGORY V Age: 49
Carmichael, CA
Citrus Heights, CA
San Jose, CA JOHNSON, MICHELLE L
JOHNSONWHEELER, CAROLYN V
JOHNSON, APRIL LYNNE

When you ck into a hotel in the morning.. 8 or so on the way to a job.. return to the hotel at 9am and cancel your stay.. and keep a copy of the receipt..

And file it with your service order as if you stayed there..

call it BONUS money..

Posted by chamberguy at 3:58 PM

"Corruption and greed" are prevalent in many companies across the country

Corruption part of corporate culture By KAJA WHITEHOUSE Last Updated: 1:03 AM, June 7, 2011 Posted: 12:14 AM, June 7, 2011 "Corruption and greed" are not only spreading across Wall Street but are prevalent in many companies across the country -- both large and small -- according to the federal government's top Manhattan crime fighter. Corporate culture as a whole has become "increasingly corrupt," US Attorney Preet Bharara said last night in a Midtown speech before a group of financial writers. Bharara, who is in the midst of an aggressive war against insider trading that has won the guilty pleas of more than two dozen executives and traders, said even more dangerous, perhaps, is that some "prominent and powerful publicly traded companies" seem "single-mindedly focused on staying an inch away from the line" of what is illegal. He equated this new way of doing business to a driver who curbs his drinking just enough to stay under the legal blood-alcohol limit. "Aspiring to the minimum is a recipe for disaster," he warned. In addition, Bharara sought to dispel the notion that some firms are too big to jail. "We should not be telling any institution that it is too big to be prosecuted," Bharara said late Monday at an event sponsored by the New York Financial Writers Association. No company will "get a get-out-of-jail-free card based on size." The remarks seemed directed at comments made last week by a Sanford C. Bernstein & Co. analyst who said investment bank Goldman Sachs won't face criminal prosecution on mortgage-linked securities because that might threaten the country's financial health. Bharara also sought to cool criticisms that his office's campaign to wipe out illegal trading is a distraction from finding and prosecuting the culprits of the financial crisis.

Tackling Corrupt Corporate Culture

Corruption and corporate failures negatively impact lives of businesses and individuals. A natural reaction to failure is to cry out for change. It is a call out for things to be done differently, and preferably better. Calls for change in how businesses are done, is growing louder, by the day. Massive scandals and corporate failures across countries have left people, both in leadership and ordinary citizens, screaming and demanding for transformation. Since the 1980s, after banking scandals such as at Bank of Credit and Commerce International (BCCI), we have heard strong and growing cries for change. We have seen targeted and piecemeal changes, addressing legal and regulatory frameworks, governance structures, and so forth. These are reactions which typically limit change to targeted and limited areas. Thus, in recent banking scandals involving lending rates among banks, in the United Kingdom and United States, stakeholders are calling for changes in the banking culture. Likewise in Zimbabwe, in the recent challenges faced at Interfin Banking Corporation, we have again heard calls for change in the banking culture. What does the banking culture change to? What is it that we want to see our banking systems do for us? How should the transformed banking systems and culture look like? This vision is missing from the various architectures of change, not just in the banking sector, but across all other economic and business sectors. It is true that the banking business has metamorphosed from simple retail banking, which encouraged savings, to complex systems, which only a few of the bankers understand, and encourages spending. Mervyn King, the Bank of England Governor, described this change in the banking industry, as having been, from excessive levels of compensation, to shoddy treatment of customers, to a deceitful manipulation of one of the most important interest rates. His reaction was that there was need for a real change in the banking industry culture.