Avares Malaysia

Micromanagement. Expect you to do more work and stay after work.

Toxic management which the boss scolding you for no apparent reason. Management style is micromanagement where you need to get approval for everything which slows down the process and they don’t even want to hear about your opinion. Everything just follow what they say.

Very toxic management. Family-based company with high turnover. Staff expected to multitask with no salary adjustment. Little to no respect for employees; fragile egos. Underperformance used to downgrade staff; strong performance creates insecurity for management CCTV everywhere, almost no privacy. No transparency on benefits. Negative behaviors, including verbal abuse, are normalized. No decision-making allowed, constant questioning and blaming. Minimal EQ, no empathy, frequent shouting and raised voices. Often pretend to be good bosses in front of customers, but completely different behind the scenes. No career growth, management dislikes staff who learn and grow. Always bring up whatever they have already given to staff, using it as leverage. Make unrealistic promises to customers, causing staff to suffer from overload tasks. If staff cannot execute instructions, they are shouted at and scolded publicly, leading to humiliation. Clear anger management issues and overall problematic management. Would never suggest or recommend this company to anyone

1. This is a family-run business. The CEO, Sales Director, HR, and higher management positions are all held by family members. 2. Avares is known for a hands-on management style ( micromanage) and has the capability to monitor conversations via CCTV. 3. The boss has a tendency to shout employees publicly in the presence of other staff members. 4. The position requires undertaking additional tasks that are not specified within the original job scope. 5. Toxic working environments, toxic management

It's a sales job where we need to meet people with different personality. Sometimes things get hectic, just stay calm and get problem solve, will definitely learn from every situations.

You may need to be adaptable and embrace change due to the fast growing nature of the company

The management style is extremely micromanaging. Employees are required to report almost everything, from small tasks to larger responsibilities, which significantly reduces efficiency and slows down productivity. There is very little room for open discussion. When employees try to share feedback or raise concerns, management often does not listen. In some cases, management would shout at employees in front of others, which creates a very stressful and uncomfortable office environment. There is also limited opportunity for employee growth, as staff are expected to follow management’s way of doing things without room for new ideas or improvement. Management tends to place blame on employees whenever problems occur, which can be very demotivating and discouraging for the team. Additionally, the workplace lacks professionalism at times, as decisions frequently change and instructions are often unclear, making it difficult for employees to perform their work effectively.

The work environment is extremely challenging due to a top-down management style driven by insecurity and control. Leadership is composed largely of family members, including HR, which creates significant conflict of interest and a lack of professionalism. There is a huge culture of micromanagement and mistrust. Employees are often closely monitored through surveillance tools, including extensive use of CCTV, which contributes to a feeling of constant scrutiny and lack of privacy. Constructive feedback is rarely provided. Instead, criticism is often delivered in a harsh and demotivating manner, including public scolding. Recognition for achievements is zero, while blame is quickly shifted to staff when problems arise—even those created by management themselves. There’s little accountability at the top level, and emotional intelligence among senior leaders is severely lacking. Favoritism is common, and performance reviews often feel biased or used as tools of control rather than development. Opportunities for growth are stifled, especially for employees who show initiative or talent, as this is often perceived as a threat by management. Gender bias is also a concern, with executive roles seemingly closed off to male candidates. Leadership appears to avoid hiring men in key roles due to perceived risks of opposition or loss of control.