#international payroll management

[workparallel]

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[ecdlbd]

Achieving Success Through Supply Chain Management Training in Bangladesh

Bangladesh is a country of immense potential, but it has struggled to leverage that potential due to inadequate supply chain management training. As the world globalizes, supply chain management has become increasingly important for businesses in both developed and developing countries. For Bangladesh, this opens up opportunities to create jobs, increase exports and nurture economic growth. 

But what does it take for Bangladesh to become a leader in the field of supply chain management? In this blog post, we will explore how training and education can help drive forward success in this area and help grow the economy of Bangladesh.

What is Supply Chain Management?

Supply chain management (SCM) is the process of planning, implementing, and controlling the operations of a company's supply chain. The main goal of SCM is to ensure that the company's products are delivered to customers in a timely and efficient manner.

SCM training can help Bangladesh-based companies improve their supply chains and achieve success. Through SCM training, companies can learn how to better plan and control their supply chains, which can lead to improved customer satisfaction and increased profits.

The Importance of Supply Chain Management Training

The Bangladesh Garment Manufacturers and Exporters Association (BGMEA) is committed to ensuring that its members are able to access the best possible supply chain management training. In order to achieve this, the BGMEA has partnered with a number of leading international organizations to offer a range of courses which cover all aspects of supply chain management.

The BGMEA recognizes that an efficient and effective supply chain is essential to the success of the garment industry in Bangladesh. In order to keep up with the ever-changing requirements of the global market, it is essential that Bangladeshi manufacturers have access to the latest information and techniques. The courses offered by the BGMEA will ensure that members are able to stay ahead of the competition and continue to meet the demands of buyers.

The courses on offer include:

- An Introduction to Supply Chain Management

- Principles of Supply Chain Management

- Fundamentals of Purchasing and Procurement

- Supply Chain Management for Apparel Brands and Retailers

- Sourcing Strategies for Apparel Manufacturers

- Lean Manufacturing for Apparel factories

- Quality Control and Assurance in Apparel Production

Each course is designed to provide participants with the knowledge and skills they need to improve their operations and contribute to the success of their company. The courses are delivered by experienced instructors who are experts in their field, and who use a variety of teaching methods including lectures, case studies, group work, and individual tutorials.

The Current State of Supply Chain Management in Bangladesh

The current state of supply chain management in Bangladesh can be best described as fledgling. Despite the fact that the country has been making strides in recent years to improve its logistics infrastructure, the overall level of development is still relatively low. This is particularly true when compared to other countries in the region such as India and China.

However, it is important to note that there are some bright spots. In particular, the Bangladeshi government has been investing heavily in training programs for supply chain management. These programs are designed to help improve the skills of those working in the logistics industry and to raise awareness about best practices.

There is still a long way to go before Bangladesh can claim to have a world-class supply chain management system. However, with continued investment and commitment from both the public and private sectors, it is certainly possible that the country will be able to make significant progress in this area in the years to come.

The Benefits of Supply Chain Management Training in Bangladesh

The benefits of supply chain management training in Bangladesh are numerous. Perhaps most importantly, it helps to improve communication and coordination between different parts of the supply chain, which can lead to improved efficiencies and cost savings. In addition, supply chain management training can help to improve supplier relationships, as well as customer service and satisfaction levels.

In today's business environment, having a well-trained and efficient supply chain management team is critical to success. By investing in quality training for your team, you can ensure that your company is able to keep up with the competition and maintain a high level of customer satisfaction.

The Different Types of Supply Chain Management Training in Bangladesh

Supply chain management (SCM) is becoming increasingly important in today's globalized world, particularly for firms in the developing world. Bangladesh is no exception; training in SCM is necessary to keep up with the challenges of an ever-changing business landscape. This article will discuss the different types of SCM training available in Bangladesh, and how each of these courses can help organizations improve their performance.

1. Traditional supply chain management training: This type of training covers the basic concepts and methods of supply chain management. It is typically delivered in a classroom setting, and may include lectures, case studies, and group discussions.

2. Online supply chain management training: This type of training is delivered online, and can be self-paced or synchronous (taught in real-time with a live instructor). It may include videos, readings, quizzes, and simulations.

3. Supply chain management certification programs: These programs provide comprehensive training in supply chain management principles and practices. They often include an exam at the end, and successful completion can lead to professional certification.

4. On-the-job training: Many organizations offer on-the-job training programs for their employees. This type of training can be tailored to the specific needs of the organization, and allows employees to learn while they are working.

The Challenges of Implementing Supply Chain Management Training in Bangladesh

In Bangladesh, the challenges of implementing supply chain management training are many and varied. The first challenge is the lack of awareness of the importance of supply chain management among the general population. This is compounded by the fact that there is no formal education or training available in Bangladesh on this topic. As a result, there are few people who are knowledgeable about supply chain management and its potential benefits.

The second challenge is the lack of infrastructure and resources to support supply chain management training. In Bangladesh, most businesses operate on a small scale and do not have the necessary resources to invest in training their employees on supply chain management. Additionally, there is a lack of qualified trainers who are able to provide quality training on this topic.

The third challenge is the cultural barriers to implementing supply chain management training in Bangladesh. The culture in Bangladesh places a high value on personal relationships and networking. This can make it difficult to implement changes within an organization, such as introducing new processes or technologies related to supply chain management. Additionally, the hierarchical nature of Bangladeshi society can make it difficult to get buy-in from all levels of an organization for new initiatives.

Despite these challenges, there are also opportunities for successful implementation of supply chain management training in Bangladesh. One opportunity lies in the increasing globalization of business and trade. As more businesses operate internationally, they will need employees who are trained in international standards and practices related to supply chain management. Additionally, the growth of the Bangladesh economy provides opportunities

Tips for Successful Supply Chain Management Training

Having an effective supply chain management training program can be a great resource for any organization. It is essential to ensure that proper training is conducted in order to maximize efficiency and productivity. With the right guidance and resources, companies can build a successful supply chain management program that benefits the entire organization. Below we will discuss some tips for successful supply chain management training that can help you get started on the right track.

1. Define your goals: What do you hope to achieve through supply chain management training? Is it to improve your knowledge of the subject so that you can be more effective in your current role? Or are you looking to advance your career and move into a managerial position? Once you know what your goals are, you can tailor your training accordingly.

2. Do your research: There are many different types of supply chain management training programs out there. Before enrolling in one, do some research to make sure it's a good fit for you. Ask yourself what the program covers, how long it is, and whether it's offered online or in-person.

3. Consider your schedule: Supply chain management training can be intensive, so make sure you have the time to commit to it. If you're working full-time while taking classes, consider an online program that offers more flexibility.

4. Set aside time for study: In addition to attending classes, you'll need to set aside time for independent study. Make sure you're prepared to commit the necessary time to reading textbooks and other course materials, as well as completing assignments.

5. Stay organized: Supply chain management involves a lot of moving parts, so it's important to stay organized throughout your training. Keep track of deadlines and due dates, and create a system for organizing course materials so that you can easily find what you need when you need it.

How to Overcome the Challenges of Supply Chain Management Training in Bangladesh

In order to overcome the challenges of supply chain management training in Bangladesh, it is important to first understand the specific challenges that exist within the country. One of the biggest challenges is the lack of a centralized government body or institution that can provide cohesive and standardized training. This often results in a fragmented approach to training, with different organizations and companies using their own methods, which can make it difficult for employees to receive a consistent education.

Another challenge is the limited resources that are available for training. This includes both financial resources and skilled personnel. As a result, many supply chain management programs in Bangladesh are forced to operate on a shoestring budget, which can impact the quality of instruction and learning materials. In addition, there is often a shortage of qualified trainers, which can make it difficult to find someone with the necessary knowledge and experience to effectively teach employees.

Despite these challenges, there are also several opportunities that exist for those interested in pursuing supply chain management training in Bangladesh. One of the biggest advantages is the country's vast pool of potential workers. With over 160 million people living in Bangladesh, there is a large labor force that can be tapped into for supply chain management positions. In addition, Bangladesh has a rapidly growing economy and its manufacturing sector is expected to expand significantly in the coming years. This provides an opportunity for those with supply chain management training to find employment with companies that are looking to capitalize on this growth.

Overall, while there are some challenges associated with supply chain

Conclusion

In conclusion, supply chain management training in Bangladesh can help businesses achieve success. With proper training and resources, businesses can become more efficient and effective in their operations thus gaining a competitive edge over other companies. It is essential for organizations to invest in the right technology and personnel to ensure that they are well-prepared for the ever-evolving business environment. Ultimately, it is up to each business's leadership team to recognize the importance of having strong supply chain management processes and provide necessary support towards successful supply chain implementations.

[ewslimited]

Read the blog about the topic INCLUSIVITY IN THE TEAM MAKES EVERYONE WIN

[softspiderling]

illicit affairs - part eight | r.c

summary:

Do not come over here right now, you thought to yourself, pleaded to God even, but of course, JJ walked right over to your table, stopping in front of you to bow theatrically. You could basically see Rafe’s vein throbbing in anger.

“Boss, can I get you anything?”

“I wasn’t aware you’re on her payroll, Maybank,” Rafe snapped, falling into your words before you could even open your mouth, glaring up at JJ.

“Oh didn’t you hear? She’s the one who got me this job,” JJ said gleefully and you groaned internally as Rafe drew his arm back, raising his brows at you.

“You did what?”

OR; The Spring Fling is finally here. And of course, no event on Kildare goes off without a hitch

pairing: rafe cameron x reader

warnings: none except for one macho context between Rafe and JJ lol

word count: 2,6k

author's note: hello don't ask what this is and don't yell at me bc i literally just wrote what the little people in my head told me to write (I think it's funny when you say that i'm making you insane, im telling you, im just equally as shook as im writing)

✦ . 　⁺ 　 . ✦ . 　⁺ 　 . ✦

pt. eight: "and clandestine meetings and longing stares"

“When did you and Rafe start having sex?”

You nearly spat your mimosa all over the table, but opted for choking on it instead, coughing as the liquid went down the wrong pipe. Out of everything, Topper chose to ask you that question during brunch at the Spring Fling party, where you were surrounded by Kook families. But you should’ve known.

Topper’s mother was anything if not punctual and she had turned up not even a minute after 11. Rafe and Kelce were set to come later during the brunch, this was the perfect opportunity to ask something like that and Topper knew it.

Reaching for a napkin, you tried to keep your coughs to a minimum when your mother gave you a dirty look from her table. Consequently, you turned to Topper to give him an equally nasty look.

“Top, what the fuck?”

Topper only sent your mother a charming smile, raising his glass in her direction until she turned away with a headshake.

“Sorry, were the two of you trying to be discreet?” he then asked, glancing in your direction as he took a sip from his champagne. You let out a scoff, downing your mimosa in one go, your cheeks burning. Playing with the stem of the glass nervously, you took your time with an answer, knowing that Topper was sensible enough to not push you.

“How long have you known?”

Topper sighed, pushing his hair back at your evasive question. “Remember when we were hanging out at Rafe’s like three days ago? I left my wallet on the table and came back inside, just to hear the two of you going at it.”

You groaned, covering your face with your hands. Of course. You had told Rafe to wait after Topper and Kelce left. For ten minutes at least, just to be safe; but then he started kissing your neck and your self-control flew out of the window. Asshole.

Topper eyed you skeptically, and you didn’t say anything, except a thank you to the waiter when he placed a new mimosa in front of you. Topper played with the corner of the tablet cloth, waiting until the waiter left before he spoke again.

“So… You what? Just fuck around?” he asked, frowning. “You’re willing to risk your friendship for sex?”

“We’re not risking our friendship, Top. We’re adults and we can have sex without complicated feelings, and if it ever starts to get weird, we just stop,” you told him, ignoring the fact that you had been questioning your friendship just last week. Topper didn’t need to know that.

He only exhaled, taking another sip of his champagne. The silence between the two of you stretched so long, you started to believe he had dropped the topic.

“Maybe we should hook up too.”

You nearly choked on your mimosa again, but you managed to swallow it this time, before turning to stare at Topper with wide eyes, your forehead creased.

“Ew what?”

Topper raised a brow at you. “What?”

“Why would you even say that? We’ve been friends forever, don’t be gross.”

“So have you and Rafe but you don’t have any problem fucking him.”

You bristled at his choice of words, turning away from him, frowning into the distance, knowing exactly what point he was trying to make. You had always wondered if Topper ever suspected that you had feelings for Rafe, but chose not to ask you about it. Until now.

“What’s your point?” you finally griped.

Topper gave you an exasperated look. “Seriously precious? You know this isn’t gonna end well. And it won’t just affect you and Rafe, it’s gonna affect me als Kelce, too. How the fuck are we supposed to choose sides if you’re our best friends?”

“What do you mean “choose sides”?” you huffed, throwing your hands up. “We’re adults, and we’re friends, best friends. Nothing is ever going to change that.”

“Do you really believe that?”

You sighed, rolling your eyes mostly to deflect. Topper had a point. This had potential to explode in all of your faces, have catastrophic consequences, and why? Because you were selfish? You’d risk your friendship with your best friend to have only a tiny more piece of Rafe, something that you weren’t entitled to? Clenching your jaw, you reached out to pat Topper’s hand gently, trying to find the right words, to take his worries away, but before you could, you saw Rafe arriving with Kelce and his family and you leaned back in your chair, glancing at Topper.

“Drop it,” you muttered under your breath, throwing him a warning glance, terrified that Rafe could overhear something.

The other half of your friend group approached your table, both of the boys kissing your cheek in greeting, before Kelce took a seat next to Topper, while Rafe sat down on the empty chair next to you.

“What did we miss?” Rafe asked, holding up two fingers to the waiter before turning to you, raising a brow.

Topper opened his mouth, no doubt to let out a stupid comment, but you stepped your foot on his, making sure that the heel only grazed the top of his shoe, warning him. Topper’s face contorted into pain, and he glared at you. Luckily, neither Kelce or Rafe noticed your squabble, as the waiter arrived with your drinks, placing four flutes of champagne and mimosas on the table.

“Just how precious over here stumbled over her words when she introduced her parents,” he said, making you roll your eyes. Kelce snickered and Rafe only smirked into his glass as he took a sip. Reaching for a new glass, you picked a glass by the stem, only to realize that Rafe had thrown his arm over your chair when you leaned back. You grew hot, which was stupid considering the fact that Rafe has always been touchy with you even before you two started having sex, but you couldn’t help but feel like you were showing your emotions all over your face. Throwing a glance over to Topper, you thought he’d show his disapproval, but he was engrossed in a discussion with Kelce over his new bike. If he had noticed, he hadn’t shown.

“Told you to practice, didn’t I precious?” Rafe muttered under his breath, the amusement clear in his voice. You only rolled your eyes, crossing your legs as you sipped on your mimosa. Things between you were… Almost normal. After the rather odd intimate moment you had in the shower and then in bed, it felt like Rafe had… Not exactly taken a step back when it came to sex, but you definitely felt like he was trying to show you how he valued your friendship more sex.

For example, when you were trying to come up with some sort of speech for the spring fling

“The way I recall it, I was practicing and you told me to “wing it” because “writing a speech is lame””, you said, quoting him.

Rafe snickered, taking a sip of his champagne. “You did a great job helping your parents pull this shit off,” he told you, his thumb drawing circles into your shoulder. You didn’t reply, swirling the mimosa in your glass around as Rafe glanced around the garden, before he did a double take, his eyes narrowing.

“What the fuck is JJ Maybank doing here?”

Three tables over, JJ was pouring Mr. Jones a glass of Champagne, the heavy bottle nearly slipping out of his fingers before he got a grip on it again. He only gave Mr. Jones a charming smile, you had no doubt he had some quip right on his tongue. You squirmed on your chair, finishing your mimosa in one go (was someone counting how many mimoas you’d had already?), shoving the empty glass on the table.

“Working, obviously,” you answered somewhat evasively. “Can’t you see that he’s wearing an uniform?”

“Obviously I can see that,” Rafe huffed, giving you a look. “I meant, how did he get a job here? I know for a fact that Kennedy hates his guts.”

Right, Kennedy the hostess.

“Why does Kennedy hate his guts again?”

“He said Carter’s name during sex,” Kelce suddenly chimed in, leaning over Topper to engage in the gossip session you were apparently having. You winced. Kennedy and Carter were sisters, you could see why Kennedy couldn’t stand JJ (anymore).

“To be fair, they’re twins, so I can understand how JJ mixed them up.”

“Why are you defending him?”

“I’m not!” you exclaimed. “I’m just saying, it’s an easy mistake to make.”

Rafe huffed, rolling his eyes with a headshake, clearly annoyed. You didn’t understand how he was so easily aggravated by pogues, especially JJ. Topper only gave you a look when you glanced over at him, while Kelce was too busy ogling JJ.

JJ, who had seemed to spot your group, judging by the way a smirk was growing on his lips. He leaned down to finish topping off the guests glasses, before departing from the table.

Do not come over here right now, you thought to yourself, pleaded to God even, but of course, JJ walked right over to your table, stopping in front of you to bow theatrically. You could basically see Rafe’s vein throbbing in anger.

“Boss, can I get you anything?”

“I wasn’t aware you’re on her payroll, Maybank,” Rafe snapped, falling into your words before you could even open your mouth, glaring up at JJ.

“Oh didn’t you hear? She’s the one who got me this job,” JJ said gleefully and you groaned internally as Rafe drew his arm back, raising his brows at you.

“You did what?” he asked incredulously. You rolled your eyes at his tone. He made it sound like you just betrayed his trust.

“He needed a job, what’s the harm in helping him out?”

“He’s a pogue,” Rafe all but spit out. “When the fuck did you even talk to him?”

“Last week after you guys left, he kind of broke into my house.”

“Accidentally!” “Wait what?” “He did what?”

You sighed, pinching the bridge of your nose. “Can we not make a big deal out of this?”

Rafe scoffed, crossing his arms over his chest, JJ only smirked in satisfaction, Kelce was staring at you with an open mouth and Topper looked like he’d rather be anywhere else.

“Well, if you gentlemen don’t need anything else,” JJ said, looking at you. “Another drink, princess?”

“Don’t call her that.”

Just as you thought you’d avoided a full blown fight, Rafe was glaring daggers at JJ again, who just seemed to enjoy getting a rise out of your best friend and using you to do it.

“I think she can tell me herself if she doesn’t want me to call her princess.”

Rafe got up so fast, you could barely react before he was all up in JJ’s space, a frown on his face.

“Who do you think you are, parading around our side of the island?” Rafe hissed into JJ’s face, but the blonde barely blinked at him, his smirk never leaving his face. Meanwhile, you wanted the ground to open up and swallow you whole, pressing yourself into your chair, hoping to disappear. You were just as angry as you were embarrassed, knowing how Rafe was causing a scene, making the other guests starting to look over; especially your mother, who was glaring at you as if you had instigated this.

“Guys,” Topper finally hissed. “This is not the right place for a pissing contest.”

Rafe took a step back, as if out of a trance. He flexed his hand, throwing JJ a dirty look. “Get lost, Maybank.”

Lucky for you, he did, but not without winking at you before he left. Rafe dropped back into his chair, and for a short second, you thought the whole party was ruined, but everyone quickly started chatting again, the incident forgotten.

“The nerve of that guy,” Rafe grunted, as if his behavior just now was insanely stupid. You only scoffed, shaking your head at him, and he glanced over at you, raising a brow.

“What?”

“You’re unbelievable,” you muttered under your breath, snatching your purse off the table, standing up quickly. Without excusing yourself, you left your friends at the table, heading straight to the bathroom to cool off. You exhaled slowly as you washed your hands, letting the cold water run over your wrists, not caring that you were getting your jewelry wet. When you finally deemed it enough. you turned the water off, drying your hands with paper towels. But you weren’t ready to go back out just yet, so you rummaged through your purse, trying to find your lipgloss to reapply. Just as you were about to put the small applicator on your lips, the door opened, and Rafe slid inside with a frown.

“Get out,” you said, even before the door shut properly.

“You can’t seriously be mad at me,” Rafe guffawed, his jaw slack. “That little shit was walking around like he owned the country club.”

You rolled your eyes at him so hard, you nearly gave yourself a migraine.

“So what? What does it matter to you, Rafe? Why can’t you just ignore him?”

“Why are you acting like this is my fault?! He started it!”

“You’re my best friend! You embarrassed me!”

“Embarr-” Rafe scoffed, breaking off with a headshake. “Did you hear how he was talking to you? He called you princess! He made you give him a job.”

“He made me?” you repeated, laughing dryly, finally lowering the lipgloss to look at him, your eyes sparkling with fury. “Do you realize who you’re talking to right now, Rafe? No one is making me do anything, least of all JJ. I’m not some damsel who needs saving, don’t use me to win whatever cock measuring contest you have going on with JJ.”

Rafe froze, and you let your words sink in, dropping your lipgloss back into your purse and zipping it back up. He finally sighed, running a hand through his hair.

“I’m sorry,” he said quietly, his lips pursed. You looked at him, unimpressed. “I don’t know why, but JJ just gets under my skin. And it just made it worse when he treated you like that.”

“Like what?” you said, blinking at him. “Like he treats every other girl on the island?”

Rafe scoffed, leaning against the wall behind him. “You’re not like every other girl on the island, precious.”

“Rafe, I can take care of myself.”

“I know, I’m sorry.”

You let out a sigh, the remaining anger melting away and you stepped to him, stopping just in front of him.

“How about I tell JJ where to shove it, and you sit back and shut up?”

Rafe quirked a smile at you, rolling his eyes a little. “I can try.”

You gave him a look and he let out a loud, dramatic sigh.

“Fine, I won’t say anything, I’m leaving it to you.”

“Better,” you said with a nod, making a shooing motion with your hand. “Now get out before people are starting to think we’re hooking up in here.”

“Now that you brought it up-”

“Rafe, get out.”

✦ . 　⁺ 　 . ✦ . 　⁺ 　 . ✦

author's note: not me being proud of Kennedy/Carter (guess what their parents (me) named them after)

[softerseasons]

Juno, out of curiosity, what does an accountant DO? What does it mean to be one? Because I know there's math involved. I've heard it's very boring. But I don't know anything else and I'm curious because you're very good at putting things to words.

Okay first of all, I cannot express just how excited I got when I first saw this message. There is nothing I love more than talking about things I know about, and usually when my career is mentioned I don't get questions so much as immediate "Oh, bless you" and "I could never"s. Which- totally fair! For some people, accounting would be boring as all hell! But for a multitude of reasons, I adore it.

There are multiple types of accounting. The type most people tend to be more familiar with is that done by CPAs- CPAs, or Certified Public Accountants, are those that have done the lengthy and expensive process to be certified to handle other peoples' tax documents and submit taxes in their name, amongst other things. Yawn, taxes, right? Well, the thing with that is that there's a lot of little loopholes that tax accountants have to remain familiar with, because saving their clients a little more here or getting a little more back there can really add up, and can do a lot for people who, say, have enough money to afford to hire someone to do their taxes but not necessarily enough to be going hog wild with. Public accountants can work for large firms or by themselves, and also do things like preparing financial statements for businesses, auditing businesses to ensure all of their financial transactions are true and accurately reported to shareholders and clients, and consulting on how finances can be managed to maximize revenue (money in - money out = revenue, in very simple terms).

The type of accounting I do is private accounting! That basically just means that I work for a company in their in-house accounting/finance department. Private accounting tends to get split up into several different areas. My company has Payroll, Accounts Receivable, and Accounts Payable.

Payroll handles everyone's paychecks, PTO, ensuring the correct amount of taxes are withheld from individuals per their desires, and so on. Accounts Receivable handles money flow into the company- so when our company sells the product/service, our Accounts Receivable people are the ones who review the work, create the invoices, send the invoices to the clients, remind clients about overdue invoices, receive incoming payments via ACH (Automatic Clearing House- direct bank-to-bank deposits), Wire (Usually used for international transactions), or Check, and prepare statements that show how much revenue we are expected to gain in a period of time, or have gained in a period of time. This requires a lot of interfacing with clients and project managers.

My department is Accounts Payable. Accounts Payable does basically the other side of the coin from what Accounts Receivable does. We work mostly with vendors and our purchasing/receiving departments. We receive invoices from people and companies that have sold us products/services we need in order to make our own products/perform our services, enter them into our ERP (Enterprise Resource Planning, a system that integrates the departments in a company together- there are many different ERPs, and most people simply refer to their ERP as "the system" when talking internally to other employees of the same company that they work at, because saying the name of the system is redundant) using a set of codes that automatically places the costs into appropriate groups to be referenced for later financial reports, and run the payment processing to ensure that the vendors are being paid.

To break that down because I know that was a lot of words, here's some things I do in my day-to-day at work:

- Reconciliations, making sure two different statements match up: the most common one is Credit Card reconciliations, ensuring that there are appropriately coded entries in the system that match the payments made on our credit line in our bank.

- Invoice entry: this is basic data entry, for the most part. This can have two different forms, though

- Purchase Order Invoice entry: Invoices that are matched both to the service/product provided from the vendor and the purchase order created by our Purchasing/Receiving department. We ensure that the item, the quantity, and the price all match between our records, the purchase order, and the invoice, before we enter this.

- Hard Coded Invoice entry: Invoices that we enter manually due to there being no Purchase Order for them. This is often recurring services, like cleaning or repairs, that may happen too often or have prices vary too much for Purchase Orders to be practical.

- Cleaning up old purchase orders: sometimes Purchase Orders are put in the system and then never fulfilled. Because this shows on financial statements as being a long-standing open commitment, it looks bad, so we have to periodically research these and find out if the vendor simply didn't send us the invoice, if the order was cancelled, or if something else is going on.

- Forensics! This is my personal favorite part of the job, where someone has massively borked something that is affecting my work, and so I go dig into it, sometimes going back as four or five years in records to find the origin point of the first mistake, and untangling the threads of what happened following that mistake to get us to where we are today. There's an entire field called Forensic Accounting that is basically just doing This but for other companies (it's a subset of auditing, and often is done via the IRS) and that's my dream position to be totally honest. I loooove the dopamine hit i get with solving the mystery and getting praised for doing so faster than anyone else has even begun to realize the problem to start with.

- Balancing Credits/Debits: This is more of a Main Accountant role thing, but the long and short of it is that every business has Assets, Liabilities, and Equity. Liabilities and Equity are what we put into the company/what we owe, and assets are what we have received/what we are owed. Anything that increases Assets or lowers Liabilities or Equity is a Debit. Anything that decreases Assets or raises Liabilities or Equity is a Credit. Every monetary change we process has to include an equal Debit and Credit. This is its own whole lecture, so if you wanna know more about double-entry accounting, let me know, but it's yawnsville for most people.

- Actually cutting checks or initiating bank payments to vendors for amounts we owe them.

- Vendor communication: I'm on the phones and email a lot with vendors who are wondering where their payment is, or why something was short-paid, or if I can change some of their info in our system, and so on and so on. Every job is customer service, unfortunately. I don't love it, but I do a lot less of it in private accounting than I would have to do in public accounting.

- Spreadsheets: I make so many spreadsheets I am a goddamn Excel wizard. I love spreadsheets. This isn't necessarily accounting-specific though, most people in Finance jobs love spreadsheets, or at least use them to make their lives easier. I make them just for fun, because I'm a giant fucking nerd who finds that kind of thing enjoyable lol. So if you ever need a spreadsheet made for anything, hit me up.

As for math, that's a pretty common misconception. While there is math, it is very rarely more complicated than "I paid $3 of the $8 I owe, now I owe $5" for me. There are some formulas you learn in school (Business Administration with a focus in Accounting is what I studied), but they're also pretty standard and rarely include more than like... basic algebra. Which. Thanks @ god because I flunked so hard out of pre-calc in college. I could not have done accounting if it really were all that math heavy.

Aaaand yeah! That's all I've got off the top of my head- if you have any more questions about it, do let me know, I'm happy to ramble on for hours, but I'm cutting it here so I don't start meandering on without direction lol.

[thesimblrofficedirectory]

Welcome to The Simblr Office Directory

This blog is an archive of the submissions for the office-centric OC prompt posted by the light of Simblr, @kashisun.

Here you can browse all the amazing creations submitted by your fellow simblrs. Feel free to scroll to your delight or click one of the links under the cut to see who's on roster under (or over) a particular bureau or delegation.

Want to be added to the directory or confirm that you've been queued? Just include a link to your post in an ask off anon and it will be queued within 48 hours. Until we get through the backlog and can queue at a more leisurely pace, all ask submissions will receive a confirmation. You can always mention us, but we won't be able to provided confirmation for that method.

Leaving the company? If you'd like your post removed, just include a link to the post in an ask off anon and it will be removed. Sideblogs may require additional verification. Please allow, at most, 48 hours for the request to be honored. Removal requests will not be confirmed, only acted upon.

Every company's hierarchy is a little different. Designations for this directory are based on some of the companies I've worked for, but especially on the multi-media marketing company I work for now.

Bureaus and Their Delegations

Delegations with an * currently have low or no headcount (posted and queued). Excludes leadership.

Bureau of Client Engagement

Leadership

Billing*

Escalations*

Product Support*

Quality Assurance*

Sales*

Bureau of Compliance (Bureau-specific Internal Affairs and Auditing)

Leadership

Client Engagement*

Facilities*

Finance*

Human Resources*

Information and Technology*

Legal (General)

Legal (Leadership)

Marketing*

Bureau of Facilities

Leadership

Catering*

Environmental (Janitorial, HVAC, and Plumbing)*

Mechanical (Electrical, Elevators, Equipment Maintenance)*

Premise* (Grounds Maintenance and Real Estate)

Purchasing* (From pushpins to pallet jacks)

Security

Warehousing* (Shipping, Receiving, Mail room, and Inventory)

Bureau of Finance

Leadership

Accounting

Asset Management*

Investments*

Travel and Accommodations*

Vendor Relations*

Bureau of Human Resources

Leadership

Career Development (Internships and Internal Role Transitions)

Dependent Care*

Employee Activities Committee (Members are volunteers)

Employee Benefits*

Floating Delegates (Administration) (For profiles that list a nondescript secretary/admin/receptionist/assistant role)

Floating Delegates (General) (For profiles that do not list a position)

Floating Delegates (Leadership) (For profiles that list a nondescript managerial role)

Health Services*

Payroll*

Recruiting*

Training*

Union Relations*

Bureau of Information & Technology

Leadership

Data Security*

Infrastructure*

Public Relations

Research and Development*

Systems and Devices*

Telecommunications*

Bureau of Marketing

Leadership

Copy

Design

Planning and Implementation*

Board of Directors

Chief Officers

CEO - Chief Executive Officer/President

COO - Chief Operations Officer/Vice President

CCO - Chief Compliance Officer/Vice President

CFO - Chief Finance Officer/Vice President

CITO - Chief Information and Technology Officer/Vice President

CMO - Chief Marketing Officer/Vice President

Executive Administration* (Admins that report to chief officers)

[kayfabesource]

* BACKSTAGE ROLES MASTERLIST !

because there's so much more than photographers and makeup artists. jobs on this list can apply to most any wrestling promotion, so you can find something fun and unique for your oc. i found many of these by searching job titles on linkedin, so they're very much real! if you found this at all helpful, please reblog / like.

(keep in mind many of these titles can have intern, junior, associate, senior, & director titles ahead of them – based on experience. for example: associate producer, or senior producer)

creative.

art director

motion graphics designer

graphic designer

music producer

videographer

photo editor

photographer

costume / gear designer

marketing / pr.

project manager

marketing manager

marketer

social media specialist

social media manager

branding and communications specialist

content manager

media relations

public relations specialist

human resources / talent relations.

human resources coordinator

recruitment manager

hr operations specialist

talent operations

talent relations

travel and logistics coordinator

manager of talent appearances

payroll & benefits manager

personal assistant

production.

producer

production assistant

director

writer

live events.

athletic trainer

lighting designer

live event production specialist

retail

merchandise coordinator

carpenter

broadcast engineer

editor

sound/av engineer

administrative.

information technology (it)

logistics supervisor

administrative assistant

globals sales & partnerships

attorney

[loveroftoomanyfandoms]

Mise en Place, Chapter 3

Pairing: Chef!Matt Murdock x F!Journalist!Reader

Rating: M

Story Summary: Things are looking up for Chef Matthew Murdock -- Not only was he the subject of a front-page article in the New York Bulletin, but (after a few misunderstandings) he managed to get a date with you, the beautiful journalist who wrote the feature.

Now that Matt is no longer the subject of one of your features, your budding relationship with him is starting to simmer -- until someone from Matt's past threatens to turn off the heat.

With another obstacle in your way will your and Matt's relationship cool, or can the two of you work together to put "everything in it's place"?

Warnings/Tags: Hallmark levels of fluffy, cheesy goodness, no use of Y/N, Matt is not a vigilante, developing relationship, things gone get SPICY later 🔥 (aka smut in future chapters), things gone get angsty for a minute first though 😈

Word Count: ~1850

A/N: I finally figured out how I want the story to flow, so please note the change in summary!

Divider by @theradioactivespidergwen

Tag List: @danzer8705 @shouldbestudying41 @capylore @mattmurdockstateofmind @yarrystyleeza

“Hey, sorry I'm late,” Matt said as he entered his and Foggy's office the next morning. “I stopped by the florist on my way here and it took a bit longer than I expected. Who knew flowers all had different meanings?”

“It’s fine,” Foggy replied. “So…you look happy. I take it your date was a success?”

Matt huffed out a laugh. “It was. Thanks again for your help.”

“No problem, dude. Anytime. I mean it.” 

Matt took his coat off and hung it on the coat rack. “So how's this week's order looking?”

“Well in both good and bad news, we have lots of stuff left over from last week's order, so all we really need to order is our usual perishables and the stuff for the new menu items that we don't already have on hand.” Foggy paused. “...Or at least we would've if we hadn't gotten a bunch of new reservations, including 12 just for tonight.”

Matt grinned. “Really? That's great!”

“Yeah, and almost all of them said that they had heard of us through the Bulletin article.”

Matt sighed. “I know I was an asshole about that at first, but seriously, thank you for setting that interview up.”

Foggy chuckled. “Honestly I'm just glad it all worked out in the end -- both professionally and personally. Oh, and by the way, Skyler told me this morning that the Bulletin would be covering Kingpin's closure but she wasn't sure yet who would be writing the article or when exactly it would be out.”

Matt wondered if you would get the assignment – after all, you did write a lot of other stories in addition to your weekly features. “I still can't believe Kingpin actually got shut down. I mean I can believe it, but we always suspected that Fisk had most of the Health Department on his payroll and that it would never actually happen.”

Foggy huffed out a laugh. “Too bad for him that one of the few health inspectors not on the take did the inspection this time.”

Matt nodded. Mahoney was one of the honest ones. “Did Brett say anything else?”

“Just that he was sure that Fisk was going to try to appeal the shutdown but that with the number and severity of violations there was no way he was going to win it.” Foggy paused. “You know, that makes me wonder if there's going to be an internal investigation into the health department.”

Matt hummed. “It’s more than likely. Because of the shutdown they'll probably pull the records for Kingpin's previous inspections, and if they do I really wouldn't be surprised if they found discrepancies in the reports.”

He shook his head. “Alright, let’s get to work on prep. I have a feeling we're going to be a lot busier than usual tonight.”

“Hey, Ellison wants to see you right away,” Skyler said as soon as you walked into the Bulletin.

You nodded as you walked over to your desk and locked your purse in your drawer. “Okay. Coffee afterwards?” 

“Of course.”

You smoothed out your blouse and walked to Ellison's office, then knocked on the open door. “Hey, Skyler said you wanted to see me?”

Ellison nodded. “Hey, yeah, come on in.”

You walked in and closed the door, then took a seat. “What's up?”

“I wanted to fill you in on yesterday,” Ellison replied. “Although I'm sure you've probably already heard at least most of what happened.”

You nodded with a wince. “Yeah, I heard that Kelsie didn't exactly go quietly.”

Ellison huffed out a laugh. “Yeah, ‘quiet’ is definitely not a word I would've used to describe her departure. I tried to handle things peacefully without having to get security involved and without the rest of the staff knowing exactly what was going on, but she insisted on causing a scene on her way out the door.”

You shook your head as you imagined Kelsie being dragged out of the Bulletin kicking and screaming. “I bet that made for an interesting staff meeting.”

Ellison sighed. “Actually, because of her antics I spent most of the day filling out extra paperwork and had to postpone this week’s meeting to today.”

“Oh, okay.”

Ellison studied you for a moment. “So how are you doing?”

You shrugged. “All things considered, I'm actually doing okay. Chef Murdock stopped by my apartment yesterday morning to apologize for getting so upset with me over Kelsie's article, then he…” A soft smile spread across your face at the memory of your evening with Matt. “He asked me to have dinner with him.”

Ellison raised an eyebrow. “I take it from the look on your face that dinner was off the record, so to speak?”

You huffed out a laugh. “Yeah, it was.”

“Then that's all I need to know.” Ellison turned back towards his computer. “Staff meeting in 10. Tell the others for me, would you please?”

“Sure thing.” You stood and turned to leave.

“Oh.” Ellison said your name. “One other thing.”

You turned back towards him. “Sir?”

“Just so you know…” Ellison shot you a small smile. “I’m happy for you.”

You nodded with a smile of your own. “Thank you, Mitch. I really appreciate it.”

“Alright, get out of here.”

You walked out of Ellison's office. “Boss said staff meeting in 10 minutes, everyone,” you announced as you exited Ellison's office.

“And don't be late!” Ellison chimed in from his office.

Skyler followed you to the break room. “So, how'd it go last night? I've been dying to know.”

You got your coffee cup from the cabinet and filled it with water. “Honestly, it was amazing. Matt served dinner up on his rooftop, where we ate and talked for hours before going back down to his apartment for dessert.”

A sly grin spread across Skyler's face. “Was it cake?”

You shook your head with a laugh as you poured your water into the office Keurig and put a pod in. “No, it was not cake, actually, it was chocolate mousse, which was so good.”

You closed the Keurig and pressed the start button. “Oh my gosh, that reminds me… while we were eating dessert Matt told me I had some on the corner of my mouth so I wiped at it and asked if I got it, but then he shook his head, wiped at the corner of my mouth with his thumb, then kissed me.”

Skyler huffed out a laugh. “Way to make a move.”

“I know, right?” You grinned. “Afterwards I asked him how he even knew I had chocolate mousse on my face and he suddenly got all shy and said that he didn't know, he just wanted to have an excuse to kiss me.”

Skyler shook her head. “Oh my God, that's so damn cute.”

You nodded. “I told him he didn't need an excuse to kiss me, so he kissed me again and we wound up making out in his kitchen.”

Skyler chuckled. “Get it, girl.”

You waited as your coffee finished brewing then moved your cup over to where the sugar and creamer were kept to fix your coffee to your liking while Skyler brewed hers. “Anyway, Matt said that he had been imagining all week what it would've been like to kiss me and that he definitely wants to keep seeing me, then since by that point it was getting late he walked me home before kissing me good night.”

“Aww. So when's your next date?”

You shrugged. “I’m not sure, but he said he was going to call me at some point today.”

You took a sip of your coffee before nodding in satisfaction. “So finish telling me about your date with Foggy. Did you two kiss?”

Skyler shook her head. “No, we just hugged, but he gave me a kiss on the cheek yesterday when he brought me lunch and we're getting together Sunday afternoon, so who knows what might happen?”

You grinned. “You might be getting some cake of your own soon.”

Skyler laughed. “Fingers crossed.”

She added a bit of sugar and creamer to her coffee before stirring it in. “Come on, let's get to the conference room.”

The two of you headed back down the hallway to the conference room and took your usual seats along with the rest of the staff.

A few minutes later, Ellison walked in. “Okay, let's get this over with. As most of you already know, Kelsie is no longer employed by the New York Bulletin. Before you ask, no, I'm not revealing exactly why. Just know that any sort of unethical journalistic behavior will not be tolerated and are grounds for immediate dismissal.”

Robert, who handled the local crime beat, raised his hand. “So who's taking over the food and restaurant circuit?”

“Luckily with this being Restaurant Week everything is already covered for now,” Ellison replied. “We'll be advertising the position starting next week however, so if anyone is interested, let me know.”

“Think you want to apply?” you whispered to Skyler.

“No way,” she whispered back. “Kelsie probably put a curse on the position before she left.”

Ellison cleared his throat. “Now on to important business -- this week's new assignments. Skyler, you're covering the Fall Food Festival at the community center on Thursday night.”

Skyler nodded. “No problem.“

He said your name.

You nodded. “Yes, sir?”

“It's too late to get anything about Kingpin’s shutdown to print, but do you think you can at least get me five hundred words by noon for the online edition?”

“Absolutely, sir.”

“Great. In addition, I'm approving your next three weekly features since I know you'll be busy with the food drive for the next couple of weeks and will need to fit the interviews in when you can. And speaking of the food drive, I'm issuing a personal challenge to all of you -- let's fill up those boxes and make this the best food drive possible!”

Ellison finished giving everyone their assignments. “Alright, let's move, people. The news waits for no one and we're already behind.”

You stood and headed back to the bullpen.

To your surprise, a beautiful bouquet of pink and white roses sat on your desk, your name on the small attached envelope. A note in the security guard’s handwriting accompanied it.

These arrived for you while you were away from your desk, so I took the liberty of bringing them up to you.

--Phil

Skyler gasped. “Are those from who I think they're from?”

A broad smile spread across your face. “I certainly hope so.”

You took the card out of the envelope, your heart fluttering when you saw the message printed on it.

Thinking of you and our dinner together last night. Can't wait to see you again.

--Matt

You pulled your phone out of your pocket and sent Matt a quick text. Thank you so much for the flowers. They're beautiful!

(By the way, I'm thinking of you too and also can't wait to see you again. ❤️)

You put your phone away, hoping that you'd get to thank Matt in person soon.

[workparallel]

Onboarding Remote Employees - Parallel

Onboarding remote employees requires a thoughtful approach. Begin by establishing clear communication channels and providing necessary equipment and tools. Conduct virtual orientation sessions to introduce company culture, policies, and expectations. Assign a mentor or buddy to help new hires navigate their roles effectively. Regular check-ins and training sessions promote engagement and integration, ensuring a smooth and successful onboarding process for remote team members. For more details, visit the Parallel website.

[olderthannetfic]

In the completely hypothetical scenario that someone donated 10 billion dollars to the OTW and then each year donated enough money to keep the archive comfortably afloat, what do you think they would do with such money? What would come first and what would take time? Since money restriction is the largest reason given behind the slow development of the archive and certain things being impossible.

--

Well, given how everyone cries about all money spent, it would probably still be a clusterfuck.

What they should do is go back to having in-person Board retreats and telling all the crybabies who think it's "too expensive" to fly Board members in from far away countries to go fuck themselves.

(Seriously, back in the day, I saw people whining that it was unfair to ~waste money~ on that, and why couldn't the non-American call in??? As if the whole point of an in-person retreat wasn't to bridge cultural gaps!)

Generally, there's a lot of pushback to any do-gooder organization spending money on any of the things they badly need to, like professional development opportunities, living wages, etc.

The only way to judge an org is by its effectiveness at its stated goals and by how it treats its people. OTW has the same problem other orgs do with assclowns who are too stupid to deserve to have an opinion going "But the overhead!!!"

(If you donate to charities based on them having low overhead instead of on proven results, you are the problem. Do not do this.)

Broadly, the sorts of things that would make sense would be hiring someone to do payroll, an accountant, a team of coders, sysadmins, people to write documentation, various levels of manager to interface between different teams, staff to deal with Abuse reports...

Basically, anything that's particularly onerous or where it's helpful to have the same person working a full time workload instead of lots of volunteers doing a little bit each would work best as a paid position. There are a lot of things like this, some more to do with how AO3 functions for users and some more relevant to making the internal experience of staff and volunteers less shitty.

[mariacallous]

The social media company X is closing its San Francisco office “over the next few weeks,” according to an internal email sent out by CEO Linda Yaccarino earlier today. “This is an important decision that impacts many of you, but it is the right one for our company in the long term,” Yaccarino wrote in the email, first reported by The New York Times.

Employees in San Francisco reportedly will be moved to new locations in the Bay Area, “including the existing office in San Jose and a new engineering focused shared space with [xAI, Musk’s AI startup] in Palo Alto,” the note said. The company’s executive team is said to be working on “transportation options” for staff. X did not respond to WIRED's request for comment.

The official announcement comes a few weeks after Musk said in a post on X that he planned to move X and SpaceX headquarters to Texas. X would move to Austin, specifically, Musk said at the time. Bloomberg reported earlier this year that X had already been staffing up a trust and safety team for X based in Austin.

While the state of Texas is known to be more business-friendly than California—it has one of the lowest tax burdens in the US—Musk’s publicly stated reasoning for the move to Texas was more ideological than financial. He said at the time that the “final straw” was a new California law that aims to protect the privacy of transgender children, which he perceived to be “attacking both families and companies.” He also said that he’s “had enough of dodging gangs of violent drug addicts just to get in and out of the building.”

The latest update from Yaccarino suggests it’s the San Francisco office, specifically, that is the thorn in X’s side. And it’s an about-face for Musk, who tweeted a year ago that, despite incentives to move out of San Francisco, X would not move its HQ out of the city. “You only know who your real friends are when the chips are down,” he waxed poetically on X. “San Francisco, beautiful San Francisco, though others forsake you, we will always be your friend.”

The shuttering of the X office marks the end of an era for the company formerly known as Twitter, and for the historic Mid-Market neighborhood that in the 2010s managed to lure in burgeoning tech companies like Twitter, Uber, Spotify, and Square.

Twitter’s earliest offices were in SoMa, or the South of Market neighborhood of San Francisco, until 2011, when then mayor Ed Lee instituted a controversial tax break for tech companies. The ruling erased the 1.5 percent payroll tax for companies that moved into certain Mid-Market buildings. Twitter jumped at the opportunity.

The company was considered an anchor tenant in a densely populated neighborhood marked by homelessness and open drug use. Suddenly an airy, high-end food market, a Blue Bottle Coffee shop, and tech workers with MacBooks and overpriced sneakers dotted Market Street, alongside people in various states of distress camped out in front of still-vacant storefronts.

The end results of Lee’s tax breaks and revitalization plans for the neighborhood are a topic of debate, and the pandemic has been a hugely complicating factor, with reports suggesting that San Francisco’s office spaces are more than a third vacant on average.

Musk, now famously, carried a sink into the Twitter offices just after he closed the deal to buy the platform in October 2022, tweeting, “Let that sink in!” After changing the company name to X in summer 2023, Musk erected a giant, blinking X atop the offices, only to be compelled to take it down days later when the San Francisco Department of Building Inspection received dozens of complaints about the flashing lights and concerns about the sign’s structural safety.

X also was allegedly a poor tenant in the Musk era: Its landlord, SRI Nine Market Square, in early 2023 filed a suit against X for more than $3 million in unpaid rent. SRI Nine Market sought to extend Twitter’s line of credit to $10 million as an assurance that future rent would be paid. Other vendors also have sued X for failing to pay its bills.

But in January of this year, SRI Nine Market dropped the case, Reuters reported. It’s unclear why. SRI Nine Market did not respond to an inquiry on the current state of X’s lease and whether the company would be breaking said lease by vacating its office space in the coming weeks.

[thewomanwhobloggedlikeaman]

Every time I think my workplace can't possibly make a more unhinged HR decision than the last one, they somehow manage to prove me wrong!!!

Let me weave you a tale...

Workplace: We are struggling financially so we are putting a freeze on raises & bonuses

Me: Ok... [has my annual review, discusses a possible pay increase amount with my wonderful boss since raises will be paid out retroactively once the freeze is lifted. WonderfulBoss and I both acknowledge that the whole situation is a bit of a crapshoot due to the freeze and because this is her first review cycle since starting at the company]

Workplace: We are lifting the freeze! Stay tuned for more information on [very specific date]

[Very specific date passes]

Me: Uh...hey HR! Do you have that info?

HR: Ugh FINE. Here is a specific schedule of when raises will be paid out

Me: Hey WonderfulBoss! Now that they've shared the schedule for paying out raises, do you know when we'll find out how much of an increase we're getting?

WonderfulBoss: Probably the month before your raise is due to be paid

Me: Got it! [internally: 🙃☹️ since my group is not getting our raises paid out for several months]

[several months go by with no info from HR]

WonderfulBoss after I ask for updates during our quarterly check-in: They are running a little bit behind with the schedule, they just finished with [group before mine]

Me: Cool! [internally losing it since I still don't know the amount of my raise]

CEO during all-staff meeting: Here's an update on the payment schedule. [my group] will be getting paid out next month.

Me: Cool!

Me the next day: [Checking the employee portal where all my insurance/tax/direct deposit info is just in case they've updated my salary because I'M GENUINELY CLIMBING THE WALLS AT THIS POINT and see that my salary has been bumped up a wee smidge, but way less than the amount my boss and I talked about] Huh....weird given that they just said my group wouldn't be addressed until next month.... well I get paid in a couple days so we'll see what happens I guess?

Me the day after that: [Gets direct deposit notification] OOH let's see whether my paycheck is the same or if they've given me my raise & backpay early, at a way lower amount than I asked for.

[Direct deposit is for the adjusted amount that I saw in the portal but with no backpay????]

End scene!

Literally WHAT ARE THEY DOING? I have never in my life negotiated for a raise and then not been told face to face in a meeting what the final amount would be. But apparently HR's clown behavior knows no bounds so who knows????

I feel like one of a couple scenarios might be going on:

A) Someone screwed up when making updates for this month in payroll and it's a complete mistake from top to bottom.

B) Without letting anyone know, they decided to adjust the salaries of some folks in my group a month early, but are still planning to pay out the backpay as scheduled.

C) Also without letting anyone know, they decided to randomly give everyone in the company cost of living adjustments as part of/in addition to any merit-based increases.

I'm guessing it's A and that I will see a mea culpa email in my inbox on Monday morning. But who knows!!!

[partyanimal167]

Sugardaddy Crocodile

I want to do my best to make this man's pockets hurt. It probably isn't possible. But I'm going to try my best. Come join me sis.

CW: MDNI, suggestive, modern AU, sugar daddy

Sugardaddy!Crocodile who didn't understand his peers that kept going on and on about meeting young girls who were airheads especially when he had enough fools to take care of at work. He saw no appeal in it.

Sugardaddy!Crocodile who for some reason couldn't keep his eyes off of you for long when stopping by at the new hire orientation. It was supposed to be a blip in his schedule, but he stayed longer than planned. He was hoping you would make your way to his table during lunch, but you kept to yourself and other interns by you.

Sugardaddy!Crocodile who just so happened to overhear your manager complain about a dip in your performance and knew there was a reason even if less than perfection wasn't his standard.

Sugardaddy!Crocodile who quickly learned that you had another job at night and called you into his office one morning. He didn't mind how flustered you looked and shy you spoke. He knew you were smart--pulled up your record. He knew an opportunity as in front of him.

Sugardaddy!Crocodile who enjoyed how your cheeks blushed and eyes sparkled when he handed you a generous check and told you to quit you other job immediately. He also liked how you tried to refuse even though you held on tight to that check. He simply told you to keep working hard as a send off.

Sugardaddy!Crocodile who knew no one would bat a eye when he told Payroll to increase your wages even if it was more than his seasoned full-time employees.

Sugardaddy!Crocodile who noticed how new and shiny that necklace was when you came to him a month before your internship ended to tell him thanks and that you'd never forget his generosity.

Sugardaddy!Crocodile who quickly asked what you meant by that and was almost planning on sending a hit out when you said you had been offered a job at Dressrosa after your graduation.

Sugardaddy!Crocodile who almost surprised himself when he immediately gives you a position in his new office building with a ridiculous offer.

Sugardaddy!Crocodile who could barely stop himself from blushing when you hugged on him tightly and pressed your soft body on him longer than necessary.

Sugardaddy!Crocodile who didn't miss that new naughty gleam in your eyes as you sat yourself in his lap said that you'd be glad to stay with the company and do anything he needed.

Sugardaddy!Crocodile who couldn't stop his grin as you repeated 'anything' as a pant and slowly pushed off his suit coat from his shoulders.

Sugardaddy!Crocodile who may have been starting to see the appeal of blowing some money and company resources on you if only your hands felt that good.

Sugardaddy!Crocodile who already knew what your graduation gift would be once your master's program ends...

~~~

(Me yelling at reader version of me in my head): How does it feel to be living my dreams!!!

I will indulge on spending imaginary men's money and being spoiled in my head. (To escape the reality of being a independent Black woman who pays her own bills sadly)

Thanks for reading! Inbox is open for requests or if you wanna chat. I wanna have some mutuals on this app.

[dchan87]

A team doesn’t lose 117 games and counting because of just one thing. In the case of the 2024 Chicago White Sox a meddling owner, dubious leadership, injuries and an inability to properly value and integrate analytics only begin to tell the story. The White Sox would need to win seven of their last nine games to avoid tying the 1962 Mets’ 120 losses for the worst record in modern baseball history. They are the first team since 1900 to have three separate losing streaks of 12 or more games. Opponents have outscored them by more than 300 runs. Few expected the South Siders, who lost 101 games last year, to contend. But no one predicted this level of incompetence.

*Shouts from the rooftops*: SELL THE FUCKING TEAM, JERRY!

And yet for all the factors that led to this season’s disaster, when players and traveling staff try to encapsulate how things reached such a sorry state, again and again they bring up one thing: the plane.

The White Sox charter an Airbus320, a plane first manufactured in the 1980s. It features only eight first-class seats; the rest is coach. A majority of MLB teams charter bigger 757s, with ample first-class seating for the players and the coaching staff. Even well-known frugal franchises such as the Tampa Bay Rays, Colorado Rockies and Miami Marlins charter nicer planes. But not the White Sox.

When a player new to Chicago first stepped onboard this season, he said loudly: “C’mon, man, no show plane?” A chorus of players burst into laughter. Last year, a tweet comparing the planes used by MLB teams caused a stir when it was shared among White Sox players while they were onboard.

A team plane doesn’t make errors or poor baseball decisions. But the White Sox’s decision to use a smaller, older plane reflects how they operate. The difference between the White Sox and other clubs is so stark, players who leave Chicago for other teams celebrate their freedom by texting each other “This is the big leagues.”

“They don’t do the little or the big things right,” said a recently departed veteran.

The Athletic spoke to nearly 40 current and former White Sox employees and others in baseball about the larger issues plaguing the dysfunctional franchise, which is run according to the whims of owner Jerry Reinsdorf. The 88-year-old Reinsdorf led a group of investors who bought the team for $19 million in 1981. (He also owns the Chicago Bulls.) They won the World Series in 2005, but have made only three playoff appearances since, losing all three series.

Many of those who spoke to The Athletic, some of whom requested anonymity to speak candidly about Reinsdorf and the state of the franchise, said that the owner’s views on the game have calcified. That while at times Reinsdorf has carried a big major-league payroll, he has refused to invest in the cutting-edge amenities and infrastructure needed to succeed.

Some of Chicago’s wounds were self-inflicted and immediate, such as hiring Tony La Russa to manage. Others festered for years, such as the team’s reluctance to adapt to analytics, and a leadership structure that led to division. All can be traced back to Reinsdorf, who last season ignored pleas by others in the organization to interview outside general manager candidates and promoted internally instead. Reinsdorf even let popular broadcaster Jason Benetti leave because he didn’t like his style.

“You got a baseball fan owner who thinks he knows everything, and maybe he did in 1992,” said a former employee, “but the amount of info has skyrocketed in the last 30 years and he’s put his middle finger up at that.”

“As long as Jerry’s philosophy is the overarching one,” another former employee added, “they won’t ever succeed.”

In a recent season, while addressing new employees, Reinsdorf was asked which matters more: the Bulls or White Sox winning? Rather than answer diplomatically, Reinsdorf, without hesitation, said the White Sox.

A baseball-obsessed Brooklyn native, he fills his office with autographs and sports memorabilia and loves chatting with scouts, talking about the game and its history. Reinsdorf will proudly tell you he went to Jackie Robinson’s first game in a Dodgers uniform, and he values his friendships with Hall of Famers such as La Russa, Dennis Eckersley and George Brett.

But Reinsdorf’s affection for baseball is also an affection for how the game used to be played. Sources describe him as stubborn and generally unwilling to adapt to an era where his preferred style of play — “get ’em over and get ’em in”— is no longer the sole recipe for success.

“I’m not sure if any owner loves baseball as much as Jerry,” said another former employee. “That’s why he can’t get out of his own way.”

Though he rarely appears on television during broadcasts, Reinsdorf frequently watches games from his suite at Guaranteed Rate Field, which has a door connecting to the baseball operations department.

His influence on the team is everywhere. It’s not unusual for Reinsdorf to text broadcasters in-game about what they’re saying, to attend offseason and spring training meetings (he lives in Arizona) or to solicit advice from his cabinet of handpicked advisors. Last offseason, Reinsdorf let Benetti out of his contract to go to another AL Central team, the Detroit Tigers. Reinsdorf didn’t like Benetti’s personality; he featured analytics, made jokes and wasn’t always effusive toward a losing White Sox team. (Benetti declined to comment, though he made references to feeling disrespected on a podcast with The Athletic.)

“He’s hands-on in every part of the organization,” said former White Sox player and team vice president Kenny Williams of Reinsdorf.

Williams played for the team from 1986-88, then rejoined the franchise in 1992 as a scout. He rose to GM in 2000 and oversaw the construction of the 2005 team, becoming the second Black general manager to win a World Series — the team’s first since 1917 — and cementing his place in Chicago sports lore.

Williams refers to Reinsdorf as a second father and bristles at suggestions that the owner – who Forbes estimates is worth $2.1 billion – only cares about profits.

“He just wanted to break even,” Williams said of Reinsdorf, who reportedly is willing to help finance a new proposed ballpark in the more desirable South Loop location. “I always thought over the years it was a little unfair when people would say, ‘All he cares about is making money.’ I’m sitting in the office and he’s saying, ‘I’m going to give you what I got.’”

The White Sox are run like a family business. Many employees have personal relationships with Reinsdorf, and the team’s job security is arguably the best in baseball. But Reinsdorf can be loyal to a fault.

“They have people there with no business being in Major League Baseball,” said an executive with another team.

The 2005 World Series win was the franchise’s crowning achievement under Reinsdorf, but it also gave the organization a false sense of confidence that kept it from evolving. Reinsdorf and a certain faction of the organization felt no pressure to adapt. The personnel was so insular that multiple former employees described it as a time warp.

One of the Sox’s most glaring failures has been the team’s limited embrace of analytics. Reinsdorf, sources say, would make comments in meetings such as: “You guys know I’m not an analytics person. I’m not big into this.” He questioned at least one White Sox player about whether it was possible to have too much information.

The team didn’t shun the movement entirely. The White Sox were one of the first teams to invest in a spring training pitching lab, purchased iPitch machines for approximately $15,000 each to help train hitters and hired the analytically savvy Ethan Katz as pitching coach in 2020.

“Did we have a large analytics department when I was there? No, we didn’t,” said Williams. “We didn’t have those kind of resources to allocate towards that. But did we (make investments)? Absolutely, and with total support of ownership on that. As long as we proved, or at least made the case, that it could be beneficial for the on-field product.”

But the White Sox’s investment only went so far. To reduce overhead, the team outsourced some number crunching to Zelus Analytics, a private outside firm.

“(They) are good if you have nothing,” one rival executive said. “But the whole point of analytics is to have your own customized models for your players to gain an edge. You don’t get that from an external firm.”

Nor do teams advance when their decision makers are split on data’s value. General manager Chris Getz, like his predecessor, Rick Hahn, advocates for the White Sox to make greater use of analytics. But, like Hahn, Getz never worked for an organization at the forefront of the movement, such as the Houston Astros, Tampa Bay Rays or Los Angeles Dodgers.

Even when they tried to use analytics, the White Sox weren’t sure how. For years, they used two sets of adjusted Trackman data: One, like most teams, they received from a third party, and another was developed by their own analytics people. Sometimes the two sets of data would be dramatically different, making it difficult to evaluate players and write reports. In 2019, a debate about using spin rate versus adjusted spin rate caused internal strife.

“It was comical,” said a former baseball operations employee of different departments using different sets of data. “No one knew what was what.”

In 2024, the White Sox are still untangling the lines of data communication. Several former members of this year’s team pointed to defensive positioning as an area of concern. The White Sox rank near or at the bottom of publicly available defensive metrics, in part, former players say, because their fielders often are in the wrong spots.

“That’s a huge area I felt could be better,” said outfielder Tommy Pham, who signed with the White Sox as a free agent in April and was traded in July. “They know it.”

Former pitchers describe Chicago’s game planning as almost rudimentary. Rather than provide individual plans for each hitter, the White Sox offer generalities such as, “Your sinker will play down in the zone” — an insufficient answer against, say, a lineup full of left-handed hitters who handle sinkers in that area. Minor league pitchers with high walk totals were told things like “work on your command,” with no other specifics, in the offseason.

Hitters expressed similar concerns. “They had information,” one former position player said. “But you didn’t get an explanation or a plan.”

Reinsdorf told The Athletic via email: “Analytics are a very important part of the game, a useful tool that compliments but will never completely replace human judgment.”

Before the 2013 season, Reinsdorf promoted Williams to executive vice president, with Hahn — Williams’ longtime right-hand man — becoming general manager. Hahn was seen as a rising star, a Harvard Law School and Northwestern business school graduate who was part of a new wave in front offices. He planned to modernize the organization, in part by better incorporating analytics.

The White Sox finished no better than 17 games out of first place in the first three seasons under Hahn, and announced a shift in philosophy midway through 2016. The club was “mired in mediocrity,” Hahn said, and in need of a rebuild.

But Hahn and Williams had different views on how organizations should be run, and over time, that dynamic impacted the operation of the team, sources say.

“I was known as and called ‘a baseball guy,’” Williams said. “It was like it was an insult, that I could go in and see a guy work out for a day and tell you he was going to be an All-Star.”

Hahn, facing opposition from the old guard, struggled to bring changes to the team’s usage of analytics and technology. He often pushed back against the perception he wasn’t calling the shots, but effectively had to please multiple power brokers, including Williams, Reinsdorf and, later, La Russa.

Hahn declined to comment for this story. Williams said of their dynamic: “We had a great relationship. During the good times, it was better. During the bad times, there was only one other person it seemed like we could laugh with, and that was each other.”

Williams became less of a day-to-day presence as the team rebuilt, sources say, a point Williams disputes. But in a meeting before the 2020 season, as the White Sox were starting to rebound, Williams announced it was time for the team to turn the corner and that he’d be taking a more active role.

“It was like the (Michael Jordan) unretirement. It caught people off guard,” said one person involved in the meeting.

“Rick Hahn was much better suited to take them forward. Kenny was a platinum employee,” said another former baseball operations employee. “He would show up and block certain trades and want to take the No. 1 pick in the draft. … There was a lot of resentment from people inside about that (dynamic).”

The divide manifested further in the polarizing lieutenants each man chose. Williams had his son, Ken Williams Jr., who eventually ascended to assistant farm director. Hahn trusted Jeremy Haber, another Harvard grad. The younger Williams butted heads with many in player development and, despite his inexperience, was quick to offer dissenting views. Haber could be bullish as he advocated for his boss’ point of view and was seen as an aggressive climber. (Both men are no longer in the organization. Williams Jr. declined to comment; Haber did not respond to interview requests.)

Still, for all their issues, the White Sox’s rebuild progressed. The team developed homegrown players such as Tim Anderson and Garrett Crochet, traded for Lucas Giolito, Yoan Moncada, Eloy Jiménez, Dylan Cease and Dane Dunning and agreed to long-term extensions, with Reinsdorf’s approval, for Jiménez, Moncada and Luis Robert Jr.

The White Sox made the playoffs in a shortened 2020 season. Hahn’s peers voted him Sporting News Executive of the Year.

And then Reinsdorf made a hire that helped unravel it all.

A.J. Hinch’s suspension from baseball for his role in the Houston Astros sign-stealing scandal ended the minute the 2020 season came to a close. Almost immediately, he was courted by Al Avila, then the Detroit Tigers GM, and Hahn.

On paper, the White Sox job was the better of the two. Coming off its playoff appearance in 2020, Chicago was considered much closer to the World Series than a Tigers team with back-to-back last-place finishes.

Hahn told reporters at the time the White Sox were looking for someone who has “experience with a championship organization in recent years,” which was taken as a thinly veiled reference to Hinch, who guided the Astros to two World Series appearances, including their 2017 win.

Hinch and his wife packed for interviews in both cities. Detroit came first, but Hinch was being advised by friends on places to live in Chicago, sources said. But before Hinch even made it to Chicago, Reinsdorf pulled a stunner: He hired 76-year-old La Russa, who hadn’t managed in a decade.

Thirty five years earlier, Reinsdorf had allowed then-White Sox GM Ken Harrelson to fire La Russa from his first major-league managing job, a decision he later called “the dumbest thing I ever did.”

The email the White Sox sent out to fans announcing La Russa’s hire included an image of Hinch’s signature. The blunder was later chalked up to a graphics glitch, but it was seen inside and outside the organization as further proof that Reinsdorf had passed over Hahn’s choice for his own.

La Russa’s hiring was widely criticized, particularly after it was revealed that he had been charged with driving under the influence — his second such incident — that February. The White Sox lost to the Astros in the first round of the playoffs in 2021, their first season under La Russa. And things fell apart in his second season. Injuries to several players in whom the White Sox had invested heavily were a significant factor, but La Russa made bizarre in-game decisions, acted as a one-man show rather than the head of a collaborative staff, and failed to get the most out of his players. His health also suffered. He dealt with cancer, required a procedure to repair the circuitry of his pacemaker and did not manage the team after Aug 28.

Asked about La Russa’s nearly two seasons as manager, Williams said, “I don’t yet have a way to talk about that period of time because it takes me to a bad place, and it will take me from the person I aspire to be.”

The White Sox hired Pedro Grifol to replace La Russa. Nearly 10 months later, Reinsdorf dismissed Williams and Hahn, making a rare pivot away from employees with long-standing ties to the organization, executives who had led the team to back-to-back postseason appearances for the first time in franchise history before some of their moves backfired.

Grifol was an outside hire; he came from the Royals. People within the organization advocated for Reinsdorf to go outside for his new GM as well. He ignored those appeals and instead promoted Getz, a former White Sox player, just nine days after Hahn and Williams were dismissed, without interviewing a single external candidate. The decision required the Sox to work with MLB on a backfill plan to satisfy the Selig Rule, which is aimed at diversifying front office candidates. Reinsdorf said at the time that he selected Getz because he knew the White Sox organization intimately and “we want to get better as fast as we possibly can.”

Under Getz, who spent two years with Kansas City before he rejoined Chicago as farm director in 2017, the White Sox player development system wasn’t exactly thriving. There were off-field issues as well. Former Double-A manager Omar Vizquel did not return in 2020 after a former batboy who has autism accused him of sexual harassment (the batboy in 2022 dropped claims against the White Sox and reached a confidential settlement with Vizquel). And Triple-A manager Wes Helms was placed on an indefinite leave of absence in May 2022, with no reason given for his exit.

Why not at least interview people from other organizations, even just to learn how other teams operate?

“Jerry just thinks he has the answers,” said a former staffer.

The White Sox are now on their fourth manager in five seasons (or their fifth counting Miguel Cairo, who managed while La Russa dealt with his health issues). Grifol – bilingual like La Russa, but 25 years younger – seemingly had a better chance to connect with the team’s young players. But former reliever Keynan Middleton said last season that problems under La Russa continued under Grifol, with players skipping meetings and refusing to participate in drills. Grifol this season frustrated his players on several fronts, calling them “f—ing flat” after a loss to the Baltimore Orioles on May 26, instituting mandatory pregame workouts before night games after the All-Star break and at times employing questionable strategy.

Grifol, speaking publicly for the first time since his dismissal, said the required workouts and his strategic decisions were efforts to help the team improve. Regarding the extra work, he said, “This was (on) all of us, myself included — I’m the manager. Our work ethic has to be spot on during that type of storm.”

Some players and staff sympathized with Grifol, given the team’s poor talent level and lack of quality analytics.

“What manager could have made things better?” Pham asked.

Getz replaced Grifol on Aug. 8 with interim manager Grady Sizemore, and said the White Sox would conduct a search outside the organization for a permanent replacement. He vows to get the new hire better analytical support.

“When I was hired and given the position of farm director, my goal was, let me show everyone the positive impact analytics and technology can have (in the minors),” Getz said. “We had a lot of wins along the way … My intention from the beginning was to modernize. We are going to modernize.”

Reinsdorf promoted Getz with talk of him orchestrating a rapid turnaround. But some of the new GM’s early moves puzzled rival executives.

Getz’s trade of reliever Aaron Bummer to the Atlanta Braves last November brought back five players, but the group included some to whom the Braves were unlikely to offer contracts. In the ensuing roster congestion, the White Sox waived two players who are now useful major leaguers elsewhere: Boston Red Sox infielder Romy González and Miami Marlins reliever Declan Cronin. Getz also traded Jake Cousins for cash and released Tim Hill — effectively getting nothing for two relievers now contributing for the New York Yankees.

It’s too soon to know whether Getz’s four-player return from the San Diego Padres for ace Dylan Cease was adequate, and whether he made the correct call holding pitcher Garrett Crochet at the trade deadline despite receiving attractive offers. The GM’s big move at the deadline, a three-team deal in which he parted with three in-demand players in right-hander Erick Fedde, reliever Michael Kopech and Pham, netted an unproven hitter, Miguel Vargas, and two prospects who, according to MLB.com, are not part of the White Sox’s current top 10.

Making matters worse: Because of MLB’s new anti-tanking measures, Chicago could set a new record for baseball losses and still pick 10th in next year’s draft.

“No one can project a timeline to winning,” Reinsdorf told The Athletic, “but there are many examples of organizations, some very recently like Kansas City and Baltimore, that have rebounded very quickly.”

The Royals, who averaged 100 losses over five full seasons, and Orioles, who averaged 105 over four, did not rebound that quickly. But as the White Sox talk about moving forward, they are in some ways becoming less insular.

This season the franchise added a dedicated coach at each minor-league affiliate to help with analytics. Getz, sources said, tried to push that through several years ago and met with resistance. Getz also brought in notable outsiders in Brian Bannister, Josh Barfield and Jin Wong to the front office, and a committee evaluating all facets of the organization recently presented its findings and a plan for the future to Reinsdorf.

“My experience so far is if it can be presented in a way that is educated and you use the people you have around you, it’s well-received,” Getz said. “Jerry now has a better understanding of the value of analytics. He’s very open-minded and supportive of investing further.”

La Russa remains active within the organization. His title is special advisor to the executive vice president. He travels with the team. It’s not uncommon for him to lend his thoughts to the manager or hitting coach, or to find him in the cage, offering advice and picking up baseballs. He was present when the committee evaluating the organization presented to Reinsdorf.

“I’m not a decision maker,” La Russa said of his involvement. “Chris Getz is our leader with quality support all over. I’m asked to contribute my experiences about how a team plays together.”

Reinsdorf has told people La Russa is the smartest baseball person he knows. He told The Athletic that La Russa’s role involves using his “expertise, experience and excellence” as a strategic resource for the team’s manager. He added: “We would be foolish to not take advantage of his Hall of Fame accomplishments in this game.”

Reinsdorf still watches games. But this year, a year Reinsdorf didn’t want to waste, has turned into a 162-game nightmare. Some of his focus has shifted to his quest for a new ballpark, which would increase the value of the franchise. The White Sox tried to generate excitement for the project this week by leading a boat tour for investors to the site along the Chicago River.

Reinsdorf has said he would advise his family to keep the Bulls and sell the White Sox upon his death.

“Friends of mine have (asked), ‘Why don’t you sell? Why don’t you get out?’” Reinsdorf said last year. “My answer always has been, ‘‘I like what I’m doing, as bad as it is, and what else would I do? I’m a boring guy. … And I want to make it better before I go.”

For now, as his franchise craters, Reinsdorf continues to conduct business in his preferred style, operating out of his suite, surrounded by old friends and memorabilia.

“The rumor was always we will never figure it out until ownership changes,” one former player said. “That the real thing holding it back isn’t the people and player development; it’s the owner.”

(Top image: Meech Robinson / The Athletic; Photos: David Banks / Getty Images; Nuccio DiNuzzo / Getty Images;  Griffin Quinn / MLB Photos via Getty Images)

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