The new office-boy came into his boss's office and said, "I think you re wanted on the phone, sir." "What d you mean, you think?" demanded the boss. "Well, sir, the phone rang, I answered it and a voice said is that you, you old fool?"
HR manager to job candidate: ‘I see you’ve had no computer training. Although that qualifies you for upper management, it means you’re under-qualified for our entry level positions.’
I'm not usually one to tell someone how to do their job, which is probably why my promotion to management only lasted a week.
Q: How many Microsoft executives does it take to change a light bulb? A: We can see no need for uninstallation and have therefore made no provision for light bulbs to be removed.
If your boss is getting you down, look at him through the prongs of a fork and imagine him in jail.
Our staff has completed the 3 years of work on time and under budget. We have gone through every line of code in every program in every system. We have analyzed all databases, all data files, including backups and historic archives, and modified all data to reflect the change. We are proud to report that we have completed the "Y-to-K" date change mission, and have now implemented all changes to all programs and all data to reflect the following new standards: Januark, Februark, March, April, Mak, June, Julk, August, September, October, November, December and... Sundak, Mondak, Tuesdak, Wednesdak, Thursdak, Fridak, Saturdak I trust that this is satisfactory, because to be honest, none of this Y-to-K problem has made any sense to me. But I understand it is a global problem, and our team is glad to help in any way possible.And what does the year 2000 have to do with it? Speaking of which, what do you think we ought to do next year when the two digit year rolls over from 99 to 00? We await your direction.
Q: How is a boss better than a wife? A: A boss at least pays you for making your life miserable.
By the time a Marine pulled into a little town, every hotel room was taken. "You've got to have a room somewhere," he pleaded. "Or just a bed, I don't care where." "Well, I do have a double room with one occupant, a Navy guy," admitted the manager, "and he might be glad to split the cost. But to tell you the truth, he snores so loudly that people in adjoining rooms have complained in the past. I'm not sure it'd be worth it to you." "No problem," the tired Marine assured him. "I'll take it." The next morning the Marine came down to breakfast bright-eyed and bushy-tailed. "How'd you sleep?" Asked the manager. "Never better." The manager was impressed. "No problem with the other guy snoring, then?" "Nope, I shut him up in no time." Said the Marine. "How'd you manage that?" asked the manager. "He was already in bed, snoring away, when I came in the room," the Marine explained. "I went over, gave him a kiss on the cheek, said, 'Goodnight, beautiful,' and he sat up all night watching me."
Sorry to have missed you, but I'm at the doctor's having my brain and heart removed so I can be promoted to our management team.
An American automobile company and a Japanese auto company decided to have a competitive boat race on the Detroit River. Both teams practiced hard and long to reach their peak performance. On the big day, they were as ready as they could be. The Japanese team won by a mile. Afterwards, the American team became discouraged by the loss and their morale sagged. Corporate management decided that the reason for the crushing defeat had to be found. A Continuous Measurable Improvement Team of "Executives" was set up to investigate the problem and to recommend appropriate corrective action. Their conclusion: The problem was that the Japanese team had 8 people rowing and 1 person steering, whereas the American team had 1 person rowing and 8 people steering. The American Corporate Steering Committee immediately hired a consulting firm to do a study on the management structure. After some time and billions of dollars, the consulting firm concluded that "too many people were steering and not enough rowing." To prevent losing to the Japanese again next year, the management structure was changed to "4 Steering Managers, 3 Area Steering Managers, and 1 Staff Steering Manager" and a new performance system for the person rowing the boat to give more incentive to work harder and become a six sigma performer. "We must give him empowerment and enrichment." That ought to do it. The next year the Japanese team won by two miles. The American Corporation laid off the rower for poor performance, sold all of the paddles, cancelled all capital investments for new equipment, halted development of a new canoe, awarded high performance awards to the consulting firm, and distributed the money saved as bonuses to the senior executives.