TIME FOR BOSS TO GET FLEXIBLE.

Byline: Ken Lloyd On the Job

Q In a recent staff meeting, the director of purchasing reminded all of us that if our work hours are 7 a.m. to 4 p.m., we are to keep those hours. We are salaried employees but were told that regardless of whether we come in an hour earlier to catch up on work, we cannot leave any time before 4 p.m. However, there are some employees who are ``exceptions'' to this rule, but the director will not let me move my hours. What do you suggest I do? S.M.

A The director is using a managerial philosophy from George Orwell's ``Animal Farm'' in which all employees are equal, but some are more equal than others. Unfortunately, when management demands adherence to company rules and then allows certain ``exceptions,'' it is a sign of other managerial problems, including a lack of trust, respect and credibility.

It is ironic that management would be rigid about work hours in an era that is typified by increased flexibility. More and more companies are implementing flex-time programs and relying on a philosophy that builds jobs around people rather than vice versa.

One step is for you and several of your associates to meet with the director and your supervisor regarding the work hours. This is not a complaint session, but rather a constructive discussion in which you suggest an experiment with a flex-time program. Be prepared to discuss the program's benefits, the specifics of how it will work and how you will measure its success. Flex-time can truly help a company's effectiveness, and so can flexible management.

Q One of my co-workers can get real obnoxious and make comments to me that he thinks are cute, but they're not. I read that in this type of situation, a person should act the same way right back at the person and that will get the offensive comments to stop. Do you agree? L.A.

A Comments that are obnoxious and supposedly cute actually sound like harassment, and the last thing that is going to stop a harasser is more harassment. If you want him to stop, you need to be clear, firm and direct.

By making some equally obnoxious comments in return, all you will be doing is placing yourself in an escalating verbal joust. Rather than stopping him, your volley will just encourage him to try even harder to top you. In essence, you will be increasing the unpleasant behavior, rather than decreasing it.

And if you decide at some point to report the matter to your manager, how will you feel when this person relates some of the obnoxious comments that you made to him? He could even play victim.

If someone is making these kinds of comments to you, the best approach is to let the individual know your feelings about the comments, be specific about the behavior that must be stopped, and then add that you hope you will not have to take any further action on this matter. The idea of using the same behavior as an obnoxious co-worker has a catchy visual appeal, but it does not work. And, if you do so, you might not work either.

Q I have been the marketing director for the past 10 years in a family owned business that is still run by the 85-year-old founder. I find that he is threatened by me and tries to sabotage my success by withholding information, telling other people not to involve me, and manipulating things that I bring in so that he does not have to pay me. I am considering several actions, but I am not sure what to do. G.H.

A Threats, sabotage and manipulation are hardly the hallmarks of a successful working relationship. However, while the founder's behavior may be exactly as you describe, you also need to consider his perceptions. Like many entrepreneurs, he may be having difficulty letting go of the marketing reins, as he was most likely the original marketing department. In addition, do you think he may have some arguably solid reasons for the way he has been dealing with you?

The best initial action is to meet with him to discuss the problem. Importantly, be sure to use your sales and marketing skills during this meeting. For example, let him see the costs associated with excluding you from any key processes, along with the direct benefits that accrue to him and the company when you are appropriately involved, informed and rewarded. Try to pace your presentation to match his style, and be sure to use words that have a strong emotional charge for entrepreneurs, such as profit, achievement, growth, challenge and success. His reaction will help you determine your next action.