Several years ago, I received the following snippet from a beloved (although not very lovable) professor. I found it as I was cleaning up my office. It is very appropriate to some of my current frustrations:
If I wanted to drive a manager up the wall, I would make him responsible for the success of an organization and give him no authority. I would provide him with unclear goals, not commonly agreed upon within the organization. I would ask him to provide a service of an ill-defined nature, applying a body of knowledge (few people understand in common), and staff his organization with only volunteers in addition to himself. I would expect him to work ten to twelve hours per day and have his work evaluated by a committee of 300 to 500. I would call him a minister and make him accountable to God.
If I wanted to drive a manager up the wall, I would make him responsible for the success of an organization and give him no authority. I would provide him with unclear goals, not commonly agreed upon within the organization. I would ask him to provide a service of an ill-defined nature, applying a body of knowledge (few people understand in common), and staff his organization with only volunteers in addition to himself. I would expect him to work ten to twelve hours per day and have his work evaluated by a committee of 300 to 500. I would call him a minister and make him accountable to God.
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