OpenTable reviews about "manager"

Chris Kennedy really brought the morale down both in the San Francisco and virtual community. If he weren't there it would be a better place to work.

- The company and the CEO demands 200% from everyone, openly tells us in all hands that "meeting expectations" in performance reviews is not good enough, has openly said many times "this company is not for everyone, and you're welcome to leave and that's ok" - Lack of transparency, people just disappear with no rhyme or reason - Management only looks at you if you make the most noise or talk the most in meetings, the people that actually do the work get overlooked for promotion and recognition, while others that are not directly involved are the ones that get all the credit - Got rid of random middle managers for the sake of speed and process with 0 forethought and insight into how that impacts teams - Nepotism and "hiring friends" is rampant, unqualified individuals being placed in leadership positions, resulting in headless chicken directions

Sometimes the workload can be a tad heavy, but then that applies to any job and my feedback is taken on board.

A bit fast pace as the company goes through a the final stages of restructuring.

There are some middle managers who are extremely toxic and if you end up with one, beware. Micromanaging, lots of politics, and a lack of transparency. Lack of imagination and vision from leadership. Risk averse and slow to evolve. Upper management plays favorites. Some legitimately rude and even unkind people thrive in this tech org. Meeting-heavy culture.

- bad managers are protected even though they have obvious competency issues - culture of blame and scapegoating - toxic and cliquish culture since new executives joined. Seems like everyone has been anxious about getting laid off anytime hence the blaming and scapegoating for self-preservation - honest feedback is not appreciated - expect retaliation from leadership

1. Poor Leadership: I was the only female on a small team of three. When I asked my manager for help retrieving data that wasn’t available in our system, I was ridiculed and undermined. Despite querying data not being part of my role, my manager had suggested it, only to respond dismissively when I kindly requested his assistance. His response was, “I thought you had an MBA. Don’t they teach you that in an MBA?” For context, I don’t have an MBA, but I do hold a master’s degree in a related field, which wasn’t a requirement for my position at OpenTable. Ultimately, I was fired and replaced by a male colleague. My manager was also absent for 75% of my probation period. OpenTable needs to prioritize hiring leaders, not just managers. 2. Unfair Advantage for Those in Office: During my interview process, OpenTable was fully remote, aligning with the company’s mission of promoting travel and flexibility. However, it quickly became apparent that employees with access to an office were given preferential treatment, advancing faster in their careers than those who worked remotely. Four months into my role, the company shifted to a hybrid model, which further widened the gap, creating an even more competitive environment for career growth. 3. Outdated Technology; OpenTable faces significant challenges when it comes to innovation and technological advancement. The company’s outdated tech infrastructure creates barriers to creativity, new ideas, and modern design, severely limiting its potential to evolve. 4. Slack: Surprisingly, for a company of this size, Slack is the primary communication tool. While effective for smaller teams, this reliance feels lacklustre for a global organization.

Big company with people all over the world - learning the ropes is a long process but expected for size of company. A good challenge!

Due to the size of OT, there are a lot of people you come across as well as departments and thus processes. It can seem a little overwhelming trying to get to trips with it.