Glasgow Operations run by weak line management and middle managers - Operations Analyst Morgan Stanley Employee Review

Line managers are mostly embittered long-timers who have never been promoted in rank due to inadequate work morale, insufficient drive, and lacking motivation and ability to motivate. Their managers in turn are often too young, and too busy with machinating their next step up the career ladder than acting like good managers. Responsibility never lies with them and they always look to blame their direct reports for anything that goes wrong. The buck never stops with them. They are also generally unknowledgeable of the day-to-day work that goes on and the systems utilized, much to their own peril and thus they speak in ignorance readily and with great arrogance. They don't understand the limitations and flaws of the outdated and primitive systems in use, and rather than find solutions, or change what is flawed, they insist that it's always been so and if it ain't broke... (yeah, it's only technically not broken, in any self-respecting organization such primitive and contrived work-arounds to outdated garbage would be considered what they are: disasters in the making) They are also often prone to contradictory orders and statements on policy/practice/regulations. Support from bottom-end management is entirely lacking, and politics and a vicious blame-culture are palpable on a daily basis. Direct and clear communication is almost non-existent, and the passive-aggressive office culture means that verbal communication is rare and not valid, almost everything must be put in electronic form. Just don't expect it be to be clear or explicit. Instead, get used to having to read between lines and deduce information. Do not expect any support and orientation in a new role. You will not get it. Documentation is nonexistent. Most things are taught inadequately by being shown at lightning speed once and then corrected slowly as the inevitable mistakes are made. Line managers will not grant you permission to stay later to complete work but they themselves will excuse themselves to show up late and leave early on a regular basis. This is what is called work-life balance. The work itself across operations is for the most part tedious, monotonous, intellectually stultifying, and only difficult because of poor systems, inefficient work processes that are impervious to improvement and change, and the lack of support from management. The organization at large is full of people at the lowest rank who have been there too long, have been beaten up and demotivated too much, and feel unappreciated and underpaid compared to the competition.