| Principal Engineer - measurement, control and laboratory equipment. |
Was a parental culture, now a bottom line business culture. Nominal 40
hr. week, business casual dress, now very limited opportunities. Cutting
costs. Staff is deversified. There is terrible morale issues. Heavy pall
over staff always waiting for the ax to fall. Unmeetable goals are given
then division is crticised for not meeting them. Work is always being
moved around so customer relationships are cut and there is a problem
with customer retainment. Customer complain constantly about this and
often move to competitors.
New president, first non-technical one is driving not for profit company
as a bottom line only organization. Globalizing but laying off many
experienced staff. Terrible morale. Always saying cutbacks will stop
when economic performance improves but has not happened in last 3 years.
Current management operates by cutting back instead of increasing
revenue. New president brought in his own top people at high salaries
saying they were experienced in business instead of the current
executives who were engineers. This has not yet worked as our business
has not grown in 3 years.
Supposed to be customer focused, but the current globalization effort
has resulted in forcing many clients to give up there existing long term
business relationships and move to other global locations. This results
in income being shifted from curren business units to other business
units. Then the business units that gave up the cusromers are criticised
for not meetinf dollar goals
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Underwriters Laboratories Interview Surveys
