single skin vs. sandwich fiberglass

This is what staff is for, not the works. You would have educated staff to oversee operations, be they problem solvers on a mechanical system or supervisors helping with a specific issue, after being guided by the other portions of the staff, such as engineers, designers, operation managers, etc.

Minions don't need, nor is it desirable to have them implement "adjustments" to procedures or make on the fly engineering decisions. I use to be on a crew of problem solvers. Our sole existence was to fix the issues that cropped up daily in the plant. We had engineers, fabricators, management, etc. As problems stuck out, we accessed them formed an attack and directed or conducted the fix, all the while trying the best we could, to keep the line running. This is the logical, cost effective and reasonable approach. No business owner would accept anything less, if they had ay sense about them. The bottom line is there are roles to preform and paying for these roles is typically the guiding rule, so minions are minions, engineers, engineers, etc.

Lastly drawing points to the likes of "common trait of poor managers" isn't worthy of discussion. A poor manager makes poor decisions and generally will self-unemploy themselves, given enough time. Most managers and owners are receptive to creativity, for obvious reasons. My creativity was what got me off the plant floor and into the problem solving department. I suggested a clever fix for a known issue and was invited to do more. As an owner or manager, you'd be a fool to not take advantage of this, in all the employees, including the minions.

 

You just proved my point - you were the ideal employee. You thought further along the process. Your suggestions as a 'minion' were recognized as valuable. Just what any manager would want.

As you say, a clever manager would recognize this, and provide suitable rewards, which aren't always in wages.

Many small businesses don't have a defined position path, so they can leave bright 'minions' to do the 'automatic' work, and pay them a bit extra to handle the inevitable crisis.

I know a talented leading hand, who just doesn't want the hassle of managing people, so they leave him in his more hands on job, and give him unlimited use of a company vehicle, and some other perks. The accountants (and tax man) never even know.

I just finished reading the Weekend Australian, Human resources page. A recent official survey found that just under 50% of middle level managers thought they didn't have the required skills for their job. Just over 50% of their senior managers, agreed with that self assessment. http://www.theaustralian.com.au/car...s-shortage-worse/story-fn717l4s-1225995922578

Managers need all the help they can get in a huge number of cases.

 

That's probably because they don't have qualifications at postgrad level in OH&S, HR, EEO/sensitivity training and a raft of other 'non core' skills that you can't really survive without these days. That $50,000 personal fine for a preventable accident coupled with a reverse onus of proof tends to focus minds.

Heaven forbid that you're merely an excellent technically skilled person with budgeting, project management and practical staff supervision skills.

Buggered if I'd do it again.

PDW

 

Careful dont say to much !!

No ! if you know more than the boss person you are a danger and a treat to his way of thinking !!!
How many bright bosses have you ever known ? not to many i bet !!!
Personally I like to work alone ,that way i dont get so white shirt wearing idiot watching over you shoulder trying to learn what im doing so they can rush off and pretend to be clever and try to get another foot hold up the ladder of success!!.