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Minions and Masters.

The latest round of promotions within the special support services department of the CTCC have led to the usual mission statements about values, how change will be positive and bring us all together under the one umbrella of the new SMT. Those who have stated their commitment to the appropriate cause and has all the sexiest career enhancing evidence is unlikely to be the weakest link and get the telephone call they really did not want.

For the victor come the spoils and the chance to put right the plans marred by the ignorance and misguided ideology of their predecessors.

Our ideals will be focused and we will all be able to put our collective efforts into the strategic plan that got someone the pip to add to their crown and the crown to replace their three pips whilst the rest struggle for supremacy, dominance and credibility within the selective management undergrowth.

For the remainder of the minions at ground zero we will have to cope with another new direction that is going to further revolutionise proceedings and somehow make us a far better product, even more fit for purpose than we were before.

If things were so grand under the old regime then why change ?

If things were so grand the time before that, then why change them ?  Again ?

With all this regular to’ing and fro’ing on the management seesaw there is one thing that appears to have been overlooked by the expert assassins within the incredibly obvious department.

We always have to change to someones ideals and visions on a regular basis when the wheels of the tactical and strategic skateboard point in a different direction.

We must be in a pretty sorry state for all this constant and regular change. Either that, or we seem to be making a mistake with the choices we make with senior managers within the ‘organisation’ who perceive that any faults lie with the minions and not the masters.  

It seems that only one group has the luxury to challenge what it might see as part of the problem and only one group is seen as resistant to change. 

For many years we have had things far too easy. We have got a shift pattern that ties us in well with our response ‘customers’ and the feedback about our own particular level of specialist support is very good. We have even got the shift patterns tied in along with our communications so we work with each other on a regular basis.

Good for building that effective partnership we are always hearing about.

It seems that we are in need of a shift change to bring us bang up to date as part of our ‘development’ in our efforts to show we are even fitter at being fit for purpose in an even more purposeful way under our forthcoming review.

I wonder what our ‘customers’ will think about that ?

2 Responses

  1. It’s the same the whole world over. They teach managers that they must be able to manage change or else they are no good. Hence every time you get a new manager he/she has to change things just to prove they can do it, and are wrth promoting to some other “demanding” task. Standing still , and being good at what you are doing is not an option.

  2. On the subject of changes, I found this on the BBC News site. It has the potential to end in tears one way or another.
    Staff at Hampshire Constabulary’s control centre have threatened strike action over changes to work conditions.
    Unison, which represents employees at the centre, has been asked to ballot members over changes to shift patterns and the loss of overtime pay.
    Hampshire police said the revised shift pattern was in the interests of staff.
    The union said the changes were being forced through despite a recent internal report which concluded the changes could “result in a loss of morale and additionally a loss of officers and call management staff”.
    They added that during the last 20 years numbers of control room staff “have increased by only 5%, yet the number of calls answered has increased by more than 2,000%”.

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