Unit2CareerandSuccess1、ListeningTherearemanyreasonswhypeopleleavetheirjobs.Maybeahighersalaryofferedinthenewjob,possiblyit'sjustacareeradvancement,oritcouldbebecausetheycan'tstandtheirmanagement,andtheybelievetheirsupervisorsaredoingabadjobaboutit.Mynextguestsaysthatbadmanagementisthemainreasonwhypeopleleavetheirjobs.He'sStephenTaylor,he'salecturerinmanagementatManchesterMetropolitanUniversity.It'sgoodmorningtoyou!Interviewer:Thisisanextraordinaryfindingthatbasicallyyouaresayingpoormanagementandsupervision,finallypeoplesaid,"That'senough,I'moff."Interviewee:That'sright;Ithinkthat'sveryright.We'veinterviewedabout200peopleindepthabouttheirlastjob-move.We'veaskedthemtotellusindetailwhytheylefttheirlastjobs.Andthat'sthemainfindingofourresearch,andit'ssortofahiddenreason.Ithinkalotoforganizationsdon'tunderstand,don'trealizehowimportantthisis.Butcertainlymostpeople,themajorityofpeople,thatwastheprimaryreasontheyleft.Interviewer:Nowwhenwetalkabouts-poorsupervisionorbadmanagement,we'reobviouslytalkingaboutmorethan,say,sexualharassment,abuse,bullyingandthatsortofthing.Youarereallytalkingabouttheyarenotdoingtheirjob,absolutely,notsupervising.Interviewee:Absolutely,Thereareexamplesofbullying,andjustunpleasanttreatment,abuseofpowerandsoon,butthey'reaminority.It'smuchmorecommontofindexamplesofineffectivemanagementofsweepingproblemsunderthecarpet,notlisteningtogrievances,notlisteningtopeople,justnotmanagingineffectactually.Interviewer:Andthat,ofcourse,thosemanagerswouldsaythattheyaresufferingthesameproblemfromtheirownmanagers.Interviewee:That'sverytricky,wehavealsointerviewedsupervisorsthemselvesandwegetthesamethingfromthem.Theywillcomplainabouttheareamanagerandsoonanditgoesupthehierarchy.Interviewer:Isthatendemicinthesystemofbureaucracyinthecorporation?Ifit'ssocommonandinsomanycountries,whatcanbedone?Interviewee:Well,alotcanbedone?Ithinkit'sahiddenreason,Idon'tthinkit'ssomuchendemicinthebureaucracy.Ithinktheyjustdon'trealizebecausewhenpeopleleaveajob,that'snotthereasontheygive.Theyarenothonest.Theysaytheyareleavingformorepayortheyareleavingforpersonalreasons,orsomethingofthatkind.SoIjustthinktheydon'tactuallyrealizehowimportantthisfactoris.Becauseagreatdealcanbedoneaboutit,well,youcanselectsupervisorsontheirsupervisoryskills,ratherthanfortheirtechnicalskills;youcangivethemtraininginbasicpeoplemanagementskills.Interviewer:But.,yousee,theproblemwiththat,Steven,iseverytimewhenanybodysitsonacoursein"PeopleManagement","HumanResourceRelations","ManagingYourStaff",everybodysays"Whataloadofrubbish."Youknow,bunnyrabbit'sgonemad.Interviewee:Well,maybethat'stheproblem,it'snotrubbish.It'sveryveryserious.It'scostingindustrymillionsandmillionsofpoundsayearbecausepeopleareleaving.Theyhavetrainedthemup,theyselectedthem,they'vespenthugeamountofmoneygettingthemin1there,thentheywalkoutthedoor.It'sreallyabouttimepeopletooktheissueabitmoreseriously.Interviewer:Andafinalthought,whenareyounextgoingtolookatthisagaintodetermineifthere'vebeenanychanges?Beforeyouresign?Interviewee:Well,that'sright.Ithinkitwillbeanon-goingstudyandI'vecertainlygotalongwaytogettoit.Iwanttolookatvariousdifferentprofessionalgroupsandseehowtheyvary.That'swhatIwouldliketodonext.Interviewer:Well,Steven,assumingyouhaven'tresignedtogoelsewhere,pleasedocomebackandtalkmoreaboutit,absolutelyfascinating,thankyouverymuchindeed.离开工作的原...
