Hi,
Greetings!
Please ask your training department to arrange training for all seniors, including him, on relevant topics in communication. Share your agenda with the external trainer in advance so the trainer can provide training and share information on abusive language and other communication problems with seniors. Try to solve the problem if you can.
Thank you.
From India, Mumbai
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3Greetings!
Please ask your training department to arrange training for all seniors, including him, on relevant topics in communication. Share your agenda with the external trainer in advance so the trainer can provide training and share information on abusive language and other communication problems with seniors. Try to solve the problem if you can.
Thank you.
From India, Mumbai
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Dear A_blackguitat,
I have been involved in full-time training for the last 13 years, and previously, I also held the position of Training Manager. Based on the knowledge acquired from my training programs, I strongly believe that changing the behavior of the Director cannot be achieved solely by training senior managers in communication skills. When a senior management professional such as the Director jeopardizes the company's survival, it is imperative for them to be removed from their position.
In the 1960s, social psychologist Douglas McGregor introduced two contrasting theories, known as Theory X and Theory Y, to explain how managers' beliefs about employee motivation can influence their management approach. Those who have undergone management courses are likely familiar with these theories. This post effectively highlights the continued relevance of Theory X today, emphasizing that theoretical frameworks are often supported by real-world examples.
Thanks,
Dinesh Divekar
From India, Bangalore
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I have been involved in full-time training for the last 13 years, and previously, I also held the position of Training Manager. Based on the knowledge acquired from my training programs, I strongly believe that changing the behavior of the Director cannot be achieved solely by training senior managers in communication skills. When a senior management professional such as the Director jeopardizes the company's survival, it is imperative for them to be removed from their position.
In the 1960s, social psychologist Douglas McGregor introduced two contrasting theories, known as Theory X and Theory Y, to explain how managers' beliefs about employee motivation can influence their management approach. Those who have undergone management courses are likely familiar with these theories. This post effectively highlights the continued relevance of Theory X today, emphasizing that theoretical frameworks are often supported by real-world examples.
Thanks,
Dinesh Divekar
From India, Bangalore
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Many learned members have given sterling advice.
What I can see from the post: The concerned Director is an ego-driven person who sees no value in human relations. He commands, shouts, and uses his position to run the organization, while behaving differently with outsiders in suitable positions and those he needs for securing orders, etc. The company management has not inculcated a strong culture and is dominated due to the results apparently produced by this gentleman. The MD himself is wavering about complaints received from employees. Probably, due to his higher position, he is spared shouts and pushiness from this gentleman. With this background, it is doubtful whether any change will be forthcoming. The best course of action is to keep an eye open for suitable vacancies in this era of joblessness. This is indeed a tough call. However, self-esteem and prestige should not be devastated by such an abusive and loud-mouthed person. Strike a balance and shift out at a suitable time.
From India, Pune
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What I can see from the post: The concerned Director is an ego-driven person who sees no value in human relations. He commands, shouts, and uses his position to run the organization, while behaving differently with outsiders in suitable positions and those he needs for securing orders, etc. The company management has not inculcated a strong culture and is dominated due to the results apparently produced by this gentleman. The MD himself is wavering about complaints received from employees. Probably, due to his higher position, he is spared shouts and pushiness from this gentleman. With this background, it is doubtful whether any change will be forthcoming. The best course of action is to keep an eye open for suitable vacancies in this era of joblessness. This is indeed a tough call. However, self-esteem and prestige should not be devastated by such an abusive and loud-mouthed person. Strike a balance and shift out at a suitable time.
From India, Pune
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Dear Natharao,
I wholly share your reading about the "careless" and bulldozing approach and behavior of the Director. But I don't share your conclusion and advice to Akansha to look for another career opportunity. She has already expressed her desire to continue here in the teeth of adversity and face the Director head-on. Her MD, for whatever reasons, though soft-peddling on this undesirable Director, seems to have given her a free hand.
In my view, giving up the fight and running away is an easy option that Akansha has decided against, and I appreciate it. Hopefully, she takes some thoughtful actions by which the Director is made to fall in line or quits.
Regards,
Vinayak Nagarkar
HR and Employee Relations Consultant
From India, Mumbai
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I wholly share your reading about the "careless" and bulldozing approach and behavior of the Director. But I don't share your conclusion and advice to Akansha to look for another career opportunity. She has already expressed her desire to continue here in the teeth of adversity and face the Director head-on. Her MD, for whatever reasons, though soft-peddling on this undesirable Director, seems to have given her a free hand.
In my view, giving up the fight and running away is an easy option that Akansha has decided against, and I appreciate it. Hopefully, she takes some thoughtful actions by which the Director is made to fall in line or quits.
Regards,
Vinayak Nagarkar
HR and Employee Relations Consultant
From India, Mumbai
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Dear Vinayak,
I appreciate your views. We are in a job to earn our livelihood and develop professionally. It is just a personal view that fighting it out is not worthwhile. You must fight battles which have a solid reason to fight out. Some things and attitudes can never be changed. The person concerned has to change only by self-realization and also feeling the need for change. All this is a viewpoint and perceptions can vary.
From India, Pune
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I appreciate your views. We are in a job to earn our livelihood and develop professionally. It is just a personal view that fighting it out is not worthwhile. You must fight battles which have a solid reason to fight out. Some things and attitudes can never be changed. The person concerned has to change only by self-realization and also feeling the need for change. All this is a viewpoint and perceptions can vary.
From India, Pune
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I am hopeful that the advice shared by the seniors here will give you a gist of how to move ahead and deal with this current situation.
Simultaneously, I would like you to be extra cautious because I am pretty sure that after all these back and forth conversations, this spoiled brat (Director) would have gotten to know about you and would be looking out for opportunities to cause trouble.
I am certain that one fine day, your MD will understand that no matter how skillful the resource is, if he/she fails to adhere to the Code of Conduct of the company, then that person should be dealt with corrective action irrespective of the designation, influence, or power.
All the best!
From India, Thana
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Simultaneously, I would like you to be extra cautious because I am pretty sure that after all these back and forth conversations, this spoiled brat (Director) would have gotten to know about you and would be looking out for opportunities to cause trouble.
I am certain that one fine day, your MD will understand that no matter how skillful the resource is, if he/she fails to adhere to the Code of Conduct of the company, then that person should be dealt with corrective action irrespective of the designation, influence, or power.
All the best!
From India, Thana
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Dear colleagues,
It is not understood how a person who does not deserve to be hired, even as an employee at any level, came to be hired as the Director. Furthermore, he continues to function despite his people-insensitive approach, bulldozing them for no apparent reasons. Isn't it obvious that his approach is ruining the organization?
It is the MD who should step in and advise him to change for the better, or he will be shown the exit door.
Regards, Vinayak Nagarkar HR and Employee Relations Consultant
From India, Mumbai
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It is not understood how a person who does not deserve to be hired, even as an employee at any level, came to be hired as the Director. Furthermore, he continues to function despite his people-insensitive approach, bulldozing them for no apparent reasons. Isn't it obvious that his approach is ruining the organization?
It is the MD who should step in and advise him to change for the better, or he will be shown the exit door.
Regards, Vinayak Nagarkar HR and Employee Relations Consultant
From India, Mumbai
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Dear manager,
One of the attributes of a manager is to be able to communicate with employees with respect, be open to listening to opinions, and to motivate employees away from undesirable behaviors to create a practical work environment.
From Egypt, Cairo
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One of the attributes of a manager is to be able to communicate with employees with respect, be open to listening to opinions, and to motivate employees away from undesirable behaviors to create a practical work environment.
From Egypt, Cairo
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Dear Ms. Aakansha,
Locking down a country of 1.3 billion people caused for unemployment, poverty and economic crisis. It is a pandemic and tough time to people and businesses. Companies are struggling to run and many businesses are in trouble. Isn’t it? Prima facie, your MD’s vision is to restructure the organization and it’s current employees culture with a fresh team (employees) or reducing/moderate manpower/reducing wage cost. That was the reason that new director joined and created a “toxic work culture”. Recently joined director is a tool and he is on a mission which is to fulfill your MD’s vision. Organizations/business owners have mission and vision for themselves not for employees. It is better to leave this organization as soon as possible.
From India, Mumbai
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Locking down a country of 1.3 billion people caused for unemployment, poverty and economic crisis. It is a pandemic and tough time to people and businesses. Companies are struggling to run and many businesses are in trouble. Isn’t it? Prima facie, your MD’s vision is to restructure the organization and it’s current employees culture with a fresh team (employees) or reducing/moderate manpower/reducing wage cost. That was the reason that new director joined and created a “toxic work culture”. Recently joined director is a tool and he is on a mission which is to fulfill your MD’s vision. Organizations/business owners have mission and vision for themselves not for employees. It is better to leave this organization as soon as possible.
From India, Mumbai
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In such situations, the Serenity Prayer comes to mind:
"Oh God, grant me the serenity to accept the things I cannot change, courage to change the things I can, and wisdom to know the difference."
From the events shared by you, it appears you need to move on and enter a new phase of life at whatever cost it is.
From India, Mumbai
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"Oh God, grant me the serenity to accept the things I cannot change, courage to change the things I can, and wisdom to know the difference."
From the events shared by you, it appears you need to move on and enter a new phase of life at whatever cost it is.
From India, Mumbai
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