My experience as an assistant

 下面为大家整理一篇优秀的essay代写范文 --My experience as an assistant ，文章讲述我曾经是一家大机构的副总裁的私人助理。当时，该组织有四名副主席和一名主席。五位总统都有一个私人助理，负责一般的辅助工作。除了总统的PA比我们高，其他4个PA的职位都在同一级别。在我加入之前，3个副总裁除了我的老板还有一个私人助理，因为他每周只在公司呆一天。然而，随着我的老板所负责的工作分工的发展，他要求一个私人助理。所以我是最后一个被招募的私人助理，也是最不熟悉医院事务的人。

I used be a PA to a vice president in a large organization. At that time the organization has four vice presidents and a president. All the five presidents had a PA, who generally dealt with the supporting work. Except for the president’s PA, who is higher than us, the other four PA ‘s post were in the same level. Before I joined in, the 3 vice president has a PA except for my boss for he spent only one day in a week in the organization. However, as the division of work my boss in charged developed, he demanded for a PA. So I was the last PA recruited and the least familiar with the hospital affaire.

At first, the other 3 PA were nice to me and I felt a little comfortable and awkward for I’m the newest one and the only “stranger” in the office (primary tension as indicated at page 150). Sometime after, I got more and more knowledge into the office politics. Firstly, the PA of the president, named Blaire, was senior than us, which could be seen by her salary, level of post, degree (she had a doctor degree), working experience (more than 9 years oversea) and working capacity. While, the other three PAs and I were in the inferior positions. Besides, every PA works for his or her boss independently, that means they all had a formal role in the group (page 129) and the group had well established culture and structuration(page 147). 

There’re rules and norms in the group, for instance, A-B role system in case one PA is on leave, call each other by the English name, use email to confirm after verbal communication, et al  (rules) and norms as taking the leaves when your boss is on leave, minutes distributed 3 days before the following meeting, call the senior by the position as GM, or Manager, et al. And before I came, there’s little work of my boss to deal with, so the others (including the president’s PA) would share it. That’s to say, the office was in harmony and had good structure hierarchical before I came (a perfect group size for effective work as page 117 indicates). Generally, if you breaks the rules, it might bring negative result that often unfavorable to your performance rating; while if norms, that makes you unwelcomed.

However, after I came to the office, the distribution of workload became uneven. Firstly, except for my boss’s assistant work, which only took part 30% of my total workload., there’s about 70% capacity need to fill up. Every other PA wanted to deliver some easy but time-consuming task to me. So every single one of them separately went to the head of the department and complained about the heavy work. Among them Blaire was the most aggressive and insisted one for she though she bared the most difficult and heavy task and thus really need someone to share the responsibility. “I need time to do more meaningful things”, she said, “rather than the trivial”. Not long after, what she said had been released and annoyed the other three PA. They believed Blaire was senior and owned much more than they did, so it’s not reasonable for her to deliver the task to me (all seemed to be example of feelers that’s subjective and emotion-based as indicated by Thinking-Feeling Dimension on page 125).

The head of the department got annoyance since everyone had his or her reason and it’s obvious that the new member cannot work for all the PAs. And the vice presidents’ PA became united and cohesive that they worked to “fight” against Blaire while they used to be indifferent to each other’s daily work. And the communication basically only existed between the head and Blaire, and between the head and 3 PAs. Blaire also got worried for she triggered the issue but still insisted that she had the priority to unload some task. The head was afraid the issue would escalate and catch the attention of the presidents, so he compromised and decided Blaire’s work should be released and handled at first. The decision of course triggered the dissatisfaction of three PAs. In conclusion, my presence had caused the conflicts between different classes in the department. And it also revealed the poor management and communication in the office and department (breakdown of team-building shown at page 172).

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