| It is very difficult for a job applicant to judge a | | | | reply to a valuable suggestions put forward by a willing |
| prospective employer for adhering to ethical standards | | | | employee. Reports by an employees are interrupted |
| and providing a positive working environment. | | | | with: 'I know exactly what you want to say!' or a 'We |
| Especially, since, an interview, most questions are being | | | | know all about that!' are uttered with a reprimanding |
| asked by the future employer. | | | | stare. |
| This article lists the two extremes types, at opposite | | | | When real problems arise, he would give the harbinger |
| ends of the psychological scale, with most superiors | | | | of bad news a penetrating look and bark: 'I thought that |
| and bosses placed somewhere between. Like in most | | | | has been taken care of!' When in a difficult situation, he |
| facets of life, nobody is entirely bad or good - most | | | | has the habit of staring straight ahead, at a spot on the |
| are somewhere between. | | | | opposite wall as if in deep concentration and utters |
| THE BENEVOLENT EMPLOYER. | | | | words like: 'that is not on!' 'No, we don't do that!' instilling |
| There is a group of bosses who resume a fatherly | | | | fear and intimidation in his workers. |
| and benevolent position towards those who work for | | | | Without the presence of the fear factor, he believes, |
| them. Work is fairly distributed and the boss himself | | | | an organisation has no incentive to work efficiently and |
| does not mind pitching-in and helping out. The tempo of | | | | to achieve things for him. He feels, he must constantly |
| work is guided by his own good example, as is quality, | | | | instil this anxiety by destabilising people around him! |
| and the general prevalent mood in the workplace. | | | | For example, when conversing with people who speak |
| Should there be a sudden over-demand or a surge of | | | | fast and have a quick mind, he slows down in his |
| workload, this employer will recognise this and take | | | | speech to the point of unnerving the other person. This |
| steps that nobody overworks and that the workload is | | | | is done with the help of slowly uttered phrases like: |
| evenly and fairly distributed with the boss himself | | | | 'What I said was...' when, in fact, he had said nothing |
| sharing an extra duty. His temper is very even, with a | | | | before on this particular subject. Therefore, this |
| reassuring calmness that uplifts everybody working | | | | sentence is invariable followed-up by the biggest lie |
| around him. He has no sanctuary that is off-limits to | | | | possible, putting the other person hopelessly in a |
| employees and his own office or workplace would not | | | | depressed mood and increasing his fear of working |
| be distinguishable from that of his co-workers. | | | | for him. |
| He is genuinely concerned for his staff and workers | | | | Alternatively, with people who are taciturn in their |
| and, should some body be ill, the pay cheque gets | | | | speaking manner, he rattles-off his question fast and |
| delivered home punctually and regardless of the length | | | | furiously. By the time this good worker answered one |
| of illness. In one case I know of personally, an | | | | question, he has already asked him two more, |
| employee had a heart-bypass operation with a lengthy | | | | throwing that person out of his concentration and |
| stay in hospital and the boss himself called on the wife | | | | ending with stammering and stutter. Upon which this |
| regularly with the pay and enquired whether she would | | | | employer leaves with an attitude of total satisfaction |
| need anything else done around her house. | | | | of having fear and the feeling of inadequacy |
| For the duration of this employee's sick-leave, this boss | | | | re-enforced in a worker. |
| worked on the shop floor in person, mingling with the | | | | Should such an employer meet with an employee who |
| other employees and being practically indistinguishable | | | | is not afraid of him or at least an honest worker with a |
| in work and manners from anybody else. | | | | clean conscience, this is unacceptable to him. A |
| All this is done with the before-mentioned even temper | | | | situation will then have to be created where this |
| and an air of teamwork. When this employee finally | | | | decent worker becomes afraid of something...... |
| returned from his long sick leave, he resumed his | | | | In one case, such a worker received the constant |
| position with ease, whilst the boss returned into his | | | | warning: 'If you make us the slightest trouble......' Often |
| office to resume his task of running his business. Little | | | | this tactic is then perpetuated by the top boss' |
| weaknesses and transgressions are overlooked or, at | | | | immediate underlings who then continue to talk to this |
| it's worst, the person is reprimanded a day later in a | | | | person in a manner of 'If you think you can get away |
| fatherly fashion. | | | | with......' There are other repercussions for honest |
| They do not seem to have the misfortune of | | | | persons. When it is found out that an employee, for |
| employing a bad worker as they either instinctively | | | | example, studies evenings, he is then considered an |
| select the right person or simply lead with positivism | | | | open threat. 'You are wasting your time....' He is then |
| and good example. There is a noticeable absence of | | | | told often. |
| fear or working-anxiety as each employee knows that | | | | Alternatively, high achievements are being downgraded |
| he or she is a member of a smooth-running team! | | | | with disparaging remarks till such a person feels totally |
| THE IMTIMIDATOR | | | | inadequate despite his achievements whilst the instilled |
| This type of person is basing the smooth-running of his | | | | fear keeps him in excellent performance. We have |
| business on fear. His demeanour is reserved to the | | | | now dealt with two diametrically opposite type of |
| point of haughtiness, his appearance is impeccable, his | | | | employers and in subsequent articles more and |
| voice is artificially low andstentoric. He has an on-stage | | | | different bosses and their operations will be illuminated. |
| personality, geared to impress. His common phrases | | | | By researching the company we are trying to join, a lot |
| are peppered with 'however', 'furthermore', 'if you only | | | | of shortcomings are being identified and frustration, |
| knew what we know!' 'I thought of that!' is the common | | | | hardship and overwork can be avoided. |