Glenn, it sounds like you fixed the problem outside of normal bounds. Was it authorized? Or was it a matter of contrition being easier than permission: "I'm sorry I didn't follow procedure but I fixed the problem and made the customer happy"?
TJ McDermott; I 'disobeyed' instructions from my supervisor. From my perspective, Celestica was a major customer, so to just dismiss a problem was the wrong course of action. There was an old saying; "If you don't take care of your customer, someone else will".
Isn't it always interesting when folks who have no insight into the detailed functions of a system are so very willing to claim where a problem couls nt possibly be? Persistance in this instance was probably your only option, and getting the information in a different area was brilliant, even if it was the only way possible.
Thanks for an interesting story that had a happy ending. I hope that it helped your career.
I wonder about what he would have done if the problem had escalated to the point of stopping production and his bosses had become involved. Especially if his instructions claiming that the fault could not be where you found it had been put into a memo. Those signed memos can certainly be deadly sometimes.
And the whole incident reveals the challenge of egotistical incompetent supervisors.
Egos tend to inflate with Incompetence, as Dilbert-like Managers attempt to cover the truth of their short-comings. The resulting Arrogance, coupled with Ineptitude has crashed and burned many former American Strongholds. (Should we start a list of failed companies-?) But to Glenn's Credit, the 'Glennadac' is now the working adapter of record. Kudus, despite the idiot supervisor.
Parb2009, you hav just described the situation at the last place that I worked. First the layoffs because of not getting new orders, and then the good engieers leaving because the new, "Brillian" manager brought in to turn the place around had only an MBA and no engineering understanding, neither of engineering nor about engineers. Telling the whole staff that you believe that all engineers are an interchangable commodity does not improve moral nor make people more loyal to an organization.
If you consider technical proposals a part of marketing, then I have done fairly well, for an engineer. Of course a custom equipment company does need a different kind of marketing effort, since the majority of our products would be of use to only a very small segment of the market, and it is not that much like really good selling could cause more folks to buy the products. But the proposals would produce sales even when we were nott the lowert bidders. So they must have been quite convincing.
Probably MBAs should be relegated to doing audits, which they may actually be able to deliver value in that position.
patb2009; I have worked for very few managers or supervisors that were knowledgable with the technology, but most thought they were experts. It is annoying when the person with the most senior title declares what the problem is, without understanding the problem. And if you try to correct your 'superior'; that is almost always trouble. However, I have had a couple of supervisors who valued my opinions.
GlennA i totally agree with you one get irritated when your supervisor or Manager just bounds you that this is the problem solve it rather than allowing you to explore the issue . I agree that these managers are very experienced one and yes there experience speaks but they should allow there team members as well to look into the issue and explore the problem because experience doesnt speak always
The very best managers that I have had were far more concerned about making certain that the required results were made very clear, and making certain that the resources needed to deliver those results were available. The very worst mamagers were fixated on appearances and neatness, and often unwilling to even clarify exactly what the required results were. Unfortunately those managers were usually the ones moving up the ladder.
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