Siemens

• Low-level managers were mostly very civil, respectful, and effective in the scope that they were allowed to work in.
• They start you out at a competitive pay level.

It was so bad that you spent 10% to 20% of your time calling IT to get their help undoing the damage to your software, which occurs every time they send out updates to your computer.

The managers you see every day have very little authority to change the things that bug you. Most decisions are made four levels of management up the chain by managers you have no access to.

The work is split up into little tiny pieces between numerous departments that don't communicate with each other well, aren't effectively managed as a cohesive unit, and usually work mostly to accomplish their own internal goals, not the most important goals that must be met by the company to be competitive and effective in the market.

Raises are small, and eventually, you'll make less than your counterparts at other companies if you stay for 10 or 20 years.

Upper management should hire lower-level managers that they trust and respect. They should give these managers the authority to make decisions needed for success, rather than trying to fit the entire company into doing things the same way across all departments. Upper management needs to give some of their authority back to the lower-level managers.