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Logistics in the US

1. I like my company's management. I find them open and honest with the employees.

2.My management tries to convey positive management. They have reward programs and use positive methods to motivate the employees.

No problem - I now have a retainer with an engineering company. However, I was an actual employee with them for five years "My Attitude" towards our management is that we are an extremely political organization, a characteristic I detest and refuse to buy into. Which is why I'm now a freelancer as opposed to an employee.

We are a huge, global corporation. Our management's attitude is what I'd called brusque. If decisions are carefully considered, they are never explained or communicated. The employees are fully expendable. Layoffs are inevitable, and elimination quotas are set within every single department. Leadership is non-existent.

Essentially, I hate the company I work for, I loathe their complete lack of values, but they pay my salary. I harbor no loyalties to them whatsoever, and would sell them out to a competitor in half a heartbeat. Hope this helps!!!!!

Oh- and I'm also in the US

Usa, I work for a sustainable design company. I'm just an intern right now, but hopefully that will change. I love it here, and my supervisors are wonderful too. Everyone is so laid back, and as long as you get your work done you can make your own schedule for the most part. I have one supervisor who I can't tell likes me being around sometimes, but she just graduated from the same program I'm in a year before, so knowing her from that I think its just an attitude problem. THe company heads alot of the people who work here are hippsters, so they're all laid back. I love it! And we're making a difference in the world too.

My corporation merged with yet another those days and issues have been slightly Topsy turfy at present. All in all i think of the hot administration would be a good factor seeing as how they'll substitute the "attitudes" of persons to valuable. i think of th new administration determination making, management, seriousness, promptness and competitiveness is of the utmost saved. i'm interior the provider industry located interior the super usa!!

This answer comes from the United States from a person who worked many years across various industries, e.g., banking, education, government, and professional services).

1. My "attitude" toward compnay management is framed by experiences as a staff member as well as a member of middle and senior management.

There seems to be a real --and perceived-- chasm between management and all other employees, regardless of industry. the gap, in my opinion, is created by the outdated mandates and spirit of the Employment-at-Will (EAW) doctrine. This purported "fair" is supposed to protect employers and employees simultaneously, however, data --and common sense-- indicate this doctrine is truly a protective measure for employers to engage an Employment-at-Whim policy.

Unless an employee is covered by union contracts, the EAW doctrine makes it simple and easy for an employer to fire anyone at anytime for good reason, no reason, or even unfair reasons. And, in the US at least, unless a firing can be covered under the umbrella of the so-called "discriminatory" labor laws (age, gender, race, religion, etc), a fired employee --on average-- has little recourse to fight an unreasonable, unfair, or completely whimsical termination (for a peek at this craziness, take a look at the Department of Labor as well as local EEOCs to gather a scary look at a) the number of people fired each year, b) the number of people fired who actually get an advocate agency to take their case, and c) the backlog of cases across the country that EEOC agencies cannot even review.

So, even though this doctrine was crafted and enforced under pre-Industrial revolution times and standards, the American courts --as well as senior management-- have favored the continued use of its archaic principles and applications. To me, this is the vehicle that drives the inherent differences --and perspectives-- between management and all other employees.

Please note, this writer has experienced both sides, as such, I've been part of the struggle to have a voice in a company where management only wanted productivity --and silence. And I've sat at the table with other middle and senior managers listening --and arguing against-- the perception that employees lose all democratic principles and rights when they "clock in" for work. That attitude, couched in the protective measures of Employment-at-Will is the essential difference --and creator of the chasm-- between management and all other employees.

2. This second question is more difficult to respond to without relying heavily on opinion (as opposed to empirical data) because you're requesting an "Attitude" evaluation. As you probably know by now --most especially as an MBA candidate, the measurement of "Attitude" is difficult to establish and, when established by researchers and writers, it (attitude measurements) is highly contentiousness and rarely agreed on enough to reach a consensus (even though "Marketing" types do this all the day and, arguably, rather successfully).

That said, I will still attempt a reasonable --and intelligent (I hope)-- response.

For me, "Attitude" is largely a part of the culture a person is reared in. Because attitude is an affective objective it remains beyond the traditional yardsticks for measuring behavior, however, that doesn't mean that attitude cannot be measured at all. In fact, I propose that a close examination of behaviors --over time (to effectively determine patterns and trends) is a viable and reasonable means for evaluating attitudes.

One of the inherent problems with surveys, questionnaires, and the like is the issue of realiability and validity --regardless of how "professional" the tool and/or its creators. However, these tools do allow peeks into trends or patterns that ultimately center on behaviors which, without a stretch, can then be interpreted across a spectrum of probable attitudes (that govern those behaviors).

My strategy for getting at attitudes regarding management styles of leadership, decision-making, conflict-resolution, and the like is to first collect data --within two timeframes, (1) historical data (already exists) and (2) current data (needs to be collected in the hear and now).

Those two timeframes of data must be collected from all employees --regardless of classification-- and then categorized into several cohorts:

a) all employees

b) Executive management

c) Senior management (if considered separate from Executive)

d) Middle management

e) Supervisors, foremen/women, and the like

f) Staff

g) Support services (including janitorial)

h) Vendors and others within the supply chain

The collection of this type of data --historical and current-- across the multiple lines of "people" classifications should result in a reasonably accurate picture of the health of an organization and the prevailing "Attitudes" that govern that health.

The data will also reveal the pockets of so-called "illness" within the health of the organization, e.g. employee turnover. A closer inspection of employee turnover may reveal it's not rampant across the entire organization but isolated within a few business units and, in particular, a few departments. Further investigation may reveal these specific business units and departments are managed by one Depratment Director and/or a Vice President... BINGO!

Here is a trigger point for the investigation of the "Attitudes" that govern the hiring, developing, managing, and firing of all employees within the businees unit and its sub-components (departments). At this level, clearly defined --and observable-- behaviors are now recognized and then the task of "attitude identification" is more easily broached --and understood.

And finally (imo), because the American landscape is a capitalist one --that is in constant battle with democratic principles-- it seems inevitable that, at the end of the day (as business leaders are wont to say), the only indicator of success is measured from a capitalist perspective ... thaqt, in and of itself, is enough evidence for speculating how decision-making, leadership, seriousness, promptness, and competitive attitude is engendered in American management.

USA, I'm a freelancer now, so my boss is a bit lazy, but I love her. She's got a very uplifting attitude, she's very encouraging and believes in me.

1. good, very fair and competent mgt team.

2. very responsive to feedback, very proactive about issues and smart about decision-making.

USA

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