Posted by: Tobias | August 21, 2008

Where is Bob

My new favorite weblog is Where is Bob, which I’m sure at least one of you will greatly enjoy. It’s author describes its only subject thus:

My name is Anna Shore, and I work as an engineer with the Small IT Group (SITG) at the Big Private University (BPU). We have a manager – Bob. Bob is incompetent, overweight, unattractive, uncouth, socially awkward, and generally, not a very nice person at all. Very soon after Bob became our manager, he began insisting that we (all eight of us) address him as Executive Director. When we realized that he wasn’t joking, we got together and did a lot of soul searching, trying to determine what evil deed in our past could have caused the unfair sequence of events that brought him into our professional lives. But, finally, after a great deal of introspection, we decided that no amount of collective evil was sufficient to justify such a brutal cosmic injustice.

For a while, we were convinced that Bob had no redeeming qualities whatsoever. But then, something happened – Bob stopped showing up for work on a regular basis. Several times a week Bob would take a vacation day, a personal day, a sick day. Sometimes he wouldn’t even bother explaining his absence, acting as if spontaneous five-day weekends were simply the norm. And that is how everyone came to wonder – where is Bob? The question became perpetual in the office and among the other people at BPU with whom we work. And that is when I took up my current hobby – keeping chronicles of Bob’s strangeness at the office, and away from it. What is lacking in facts has been more than made up for with an overactive imagination.

This blog is about us, Bob, and the bizarre things that he does instead of coming to work.

I never thought I’d like this kind of stuff, but Bob’s adventures and quirky habits are so utterly absurd, sometimes even kafkaesque as to be absolutely comical.



  1. I am just starting to read this but when you start with describing one of the Recurring Characters like this:

    Anna, twenty-eight years old. Your guide to the world of Bob. Anna’s official title is “Assistant Director.” Sure, it may sound impressive, but the job mostly consists of calming down suicidal users when Microsoft Office crashes before they had a chance to save their super important power point presentation. Anna says “have you tried turning it off and on again” more than anybody else in the office. Anna likes technology, but sees her time at SITG as strictly a day job that pays for graduate school.

    This blog must be very good. Will help me probably thorugh my day at work. I will check this blog in similar vein as I am checking the Dilbert cartoons.

  2. I just read in one of the responses to the blog something about the Peter Principle. I have never heard of it but it is very interesting and very explanatory on things that happen here at AIB. It helps clarify why some people are in certain management functions while they are completely incapable indoing something right:

    The Peter Principle is the principle that “In a Hierarchy Every Employee Tends to Rise to His Level of Incompetence.”

    In an organizational structure, the Peter Principle’s practical application allows assessment of the potential of an employee for a promotion based on performance in the current job, i.e. members of a hierarchical organization eventually are promoted to their highest level of competence, after which further promotion raises them to incompetence. That level is the employee’s “level of incompetence” where the employee has no chance of further promotion, thus reaching his or her career’s ceiling in an organization.

    The employee’s incompetence is not necessarily exposed as a result of the higher-ranking position being more difficult — simply, that job is different from the job in which the employee previously excelled, and thus requires different work skills, which the employee usually does not possess. For example, a factory worker’s excellence in his job can earn him promotion to manager, at which point the skills that earned him his promotion no longer apply to his job.

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