Mravljica	!!!!!!!!!!!!!! 

 Nekoč je živela srečna in pridna Mravljica, ki je dan za dnem prihajala
 zgodaj na delo. Ves delovni dan je bila vesela in dobre volje in si je
 včasih celo požvižgavala vesele pesmice. Bila je srečna, da je lahko delala
 in njeni rezultati so bili odlični, toda glej ga zlomka. Delala je brez
 usmeritev, saj sploh ni imela nadrejenega vodje. Zato je gospod Sršen,
 direktor podjetja, odločil, da taka situacija ne more trajati in je takoj
 zaposlil Pikapolonico, ki je imela veliko izkušenj z vodenjem.

 Prva skrb Pikapolonice je bila organizirati spremljanje prihodov Mravljice
 na delo in odhodov z dela. Izpostavila je tudi sistem povzetkov in
 spremljevalnih listov. Zato je bilo potrebno zaposliti tajnico za pomoč pri
 pripravi dosjejev in poročil. Pajkovka, ki so jo v ta namen zaposlili, je
 kmalu vzpostavila sistem arhiviranja in postala tudi odgovorna za
 prevzemanje telefonskih klicev. Medtem je srečna in pridna Mravljica še
 naprej delala, delala in delala. Direktor gospod Sršen je bil navdušen nad
 poročili, ki jih je dobival od Pikapolonice in kmalu je začel zahtevati tudi
 primerjalne študije z grafikoni, pokazatelji in analizo trenda razvoja. Zato
 je bilo treba zaposliti Ščurka za pomoč direktorju in kupiti nov
 računalnik s tiskalnikom.

 Kaj kmalu je začela srečna in pridna Mravljica pešati v svojem ritmu in se
 pritoževati nad vso papirnato vojsko, s katero se je morala po novem
 ukvarjati. Direktor je takoj uvidel, da je potrebno hitro ukrepati. Kreiral
 je torej novo delovno mesto šefa službe, ki bo poslej nadziral srečno in
 pridno Mravljico.

 Na novo delovno mesto so zaposlili črička, ki je najprej zamenjal vse
 pohištvo v svoji pisarni ter zahteval nov ergonomski stol in nov
 računalnik z ravnim ekranom.
 Seveda je bilo za več računalnikov potrebno namestiti mrežni strežnik. Novi
 vodja službe je kajpak potreboval tudi namestnika (ki je bil mimogrede
 njegov pomočnik v prejšnjem podjetju) za pripravo strateškega načrta
 vodenja, kot tudi proračuna nove službe. Medtem je postajala Mravljica vse
 manj srečna in vse manj pridna.

 Morali bomo naročiti izdelavo študije o socialnem vzdušju in zadovoljstvu
 zaposlenih v podjetju, je strokovno ugotovil čriček.

 Ko je nekega dne gospod Sršen, direktor podjetja, pregledoval številke, je
 ugotovil, da služba v kateri dela srečna in pridna Mravljica, ni več tako
 rentabilna kot prej. Zato je torej prosil za pomoč najelitnejšo svetovalko,
 gospo Sovo, ki naj naredi diagnostiko in predlaga rešitve za izboljšanje
 stanja. Gospa Sova je po trimesečnem analiziranju razmer v podjetju podala
 naslednjo ugotovitev: V podjetju je preveč zaposlenih!
 Direktor Sršen je
 ubogal priporočila in takoj odpustil Mravljico.

--------------------
 Nauk zgodbe:

 Nikoli ne bodi srečna in pridna Mravljica. Bolj se splača biti nesposoben in
 ne delati ničesar. Nesposobni ne potrebujejo nadzornika. če si kljub temu
 produktiven, nikar ne pokaži, da si vesel, ko delaš, saj za kaj takega
 ni opravičila.

 če pa hočeš na vsak način biti kot Mravljica, ustanovi svoje lastno
 podjetje. Tako ti vsaj ne bo treba delati se za Sršena, Pikapolonico,
 Pajkovko, črička, Sovo in ©čurka.

 Na žalost cela zgodba sloni na univerzitetnih znanstvenih raziskavah, ki
 kažejo na to, da večina človeških bitij teži k parazitskemu življenju.
 Problem je tudi v vodstvenih kadrih, več o tem v nadaljevanju.

Avtor zgodbe je neznan - jih je najbrž več, 
je v bistvu ljudska zgodba, ki zadeva 80 % vseh zaposlenih. 
Je večna in univerzalna pripoved za vse čase. Zgodi se slej ko prej,
- kdaj nam, kdaj sorodnikom, kdaj znancem, kdaj celim kulturam, kdaj 
smo celo sami sršeni, a tega ne vidimo (nam je vodstven položaj všeč in
nas moč zaslepi).
Zakaj se to dogaja (smo mravljice, a tudi paraziti) - odgovor se skriva 
v naravi človeka, bolje v naši raznolikosti (očitno je naravni izbor 
tako hotel), kjer pomembno, večinoma negativno vlogo igrajo tudi psihopati, 
ki pa se odlično prikrivajo in se pokažejo - ko dobijo v roke moč, oblast!
Kolikokrat slišite, kako da je bil ta in oni človek fajn, sedaj - ko je 
postal direktor, ravnatelj, župan, politik ... pa ga ne prepoznamo več.

Poklici z visoko psihopatijo:
1. direktor
2. odvetnik
3. mediji (televizija, radio)
4. prodajalec
5. kirurg
6. novinar
7. policist
8. duhovnik
9. kuhar
10. uradnik

Poklici z nizko psihopatijo:
1. negovalec
2. medicinska sestra
3. terapevt
4. obrtnik
5. kozmetičarka/stilistka
6. zaposleni v dobrodelnih organizacijah
7. učitelj
8. ustvarjalni umetnik
9. zdravnik
10. računovodja

Najbrž vas ni preveč presenetilo, da se veliko ljudi s psihopatsko motnjo 
znajde ravno med šefi. Predvsem takšnimi, ki si delijo skupne lastnosti: 
tiranski odnos do podrejenih, popolno pomanjkanje sočutja, zahtevanje 
strahospoštovanja, sprejemanje odločitev mimo volje vseh vpletenih, 
norčevanje iz sodelavcev, zaničevanje in odpuščanje starejših kolegov, 
trpinčnje (mobing) in narcistične poteze.

Zato nasvet - komu izročiti začasno vodenje, "oblast"?
Zagotovo ne tistemu, ki mu že iz kilometrske razdalje vidimo
željo po vladanju, ali ki celo ubija, da pride do korita - in to v imenu idej, 
ampak tistemu, ki si vodstveni položaj zasluži.
To je recimo človek, ki vidi v sodelavcih ljudi (je iskreno empatičen) 
in ni strokovno zaletav, ki okrog sebe ne nastavlja ubogljivih
cuckov, ki zgolj izvršujejo njegove ekstremne ukaze.

-------------------------------------------
Sledi angleška verzija - ki je le v nijansah nekoliko drugačna, direktor 
ni sršen ampak lev ... - a bistvo ostaja enako. 
The ant story
The lion and the ant: A managerial lesson
Posted on June 9, 2016 by Dave Berkus
Vir: https://berkonomics.com/?p=2618	

This story has been making the rounds lately, and I confess that our 
research cannot find the source.  So, with thanks to whomever created 
this great little parable, here it is:


“Every day, a small Ant arrived at work early and started work immediately, 
she produced a lot and she was happy. The boss, a lion, was surprised 
to see that the ant was Antworking without supervision. He thought if 
the ant can produce so much without supervision, wouldn’t she produce 
more if she had a supervisor!


So the lion recruited a cockroach who had extensive experience as a 
supervisor and who was famous for writing excellent reports. 
The cockroach’s first decision was to set up a clocking in attendance 
system. He also needed a secretary to help him write and type his reports. 
He recruited a spider who managed the archives and monitored all phone 
calls.


[Email readers, continue here…]  The Lion was delighted with the 
cockroach’s report and asked him to produce graphs to describe 
production rates and analyze trends so that he could use them for 
presentations at board meetings, so the cockroach had to buy a new 
computer and a laser printer and recruit a fly to manage the 
IT department. The Ant, who had been once so productive and relaxed, 
hated this new plethora of paperwork and meetings which used up most 
of her time.


The lion came to the conclusion that it was high time to nominate a 
person in charge of the department where the ant worked. The position 
was given to the Cicada whose first decision was to buy a carpet and 
an ergonomic chair for his office. The new person in charge, the cicada, 
also needed a computer and a personal assistant, who he had brought 
from his previous department, to help him prepare a work and budget 
control strategic optimization plan.


The department where the ant works is now a sad place, where nobody 
laughs anymore and everybody has become upset.  It was at that time 
the cicada convinced the boss, The Lion to start a climatic study of 
the environment. Having reviewed the charges of running the ant’s 
department, the lion found out that the production was much less 
than before – so he recruited the Owl, a prestigious and renowned 
consultant, to carry out an audit and suggest solutions. The owl 
spent 3 months in the department and came out with an enormous report, 
in several volumes, that concluded that “The Department is overstaffed.”


Guess who the lion fired first?

The Ant of course “Because she showed lack of motivation and had a 
negative attitude.”

-------------------------------------------------------------------------

The Characters in this fable are fictitious; any resemblance to real 
people or facts within your Corporation is pure coincidence only ...

-------------------------------------------------------------------------

So the lesson is obvious.  And we see examples every day.  We build our 
companies with layers of management in the natural course of growth, 
often quoting that a manager should have no more than six direct reports, 
or that managers should be freed to do the important, high value work.

We often ignore the ants in our work lives, thinking – perhaps 
subconsciously – that value equates to salary level, or lowest 
level workers can be replaced. Or best of all, management generates 
creative output and pushes that creativity down to the worker ants in 
the organization whose job is to work, not think.

So in this story, was the lion guilty of just that form of managerial 
thinking?  Why not see the obvious?  Just add more ants, hopefully 
as resourceful as the first?  Or is it more complex?  We learn from 
our experience and education that growth comes from “top–grading” at 
all levels of the organization. And that the bottom ten percent of 
the workforce must be replaced, as we hire “A” players.

The story is meant to illustrate one folly of common management.  
I’d take it as a beautiful warning to all of us that some things 
are obvious in business, and that we should focus on what works and 
reinforce that whenever we see it working.

Be a better lion. Watch for what’s great in each and every ant.



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