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Some problems with providing accurate, quick information to customers. Supplier contact:
(7) Collection of debts improved, few problems with subcontracts.
Contact with superiors: (8) Generally well regarded, reacts well to comment, though some
problems in recent months. Contact with equals: (5) Considered difficult to get on with.
Contact with subordinates/shop floor: (7) Regarded as reasonably flexible. Subordinate
development: (5) Staff are starting to be encouraged to take initiative. Promotion
prospects: (5) Is unlikely to progress beyond the current level without a significant
improvement in overall performance.
General comments (line manager): Has continued to find the technical aspects of the job
difficult to cope with and also has difficulty with the supervision of staff. Attitude remains
positive, and given the right type of support will be able to overcome these problem areas.
General comments (Finance Director): The pace of change has been too rapid to adjust to
the demands of the job. The decrease in the number of members of the finance
department has also meant that control has been practically impossible to achieve.
The agreed common performance targets
Appearance: No action.
Administration: Ensure that wages are paid on time, ensure that management accounts
are completed before due time so that they can be reviewed and corrected if necessary
before presentation, ensure that the auditing of the final accounts proceeds smoothly.
Quality of work: Improve documentation for management meetings to be more
understandable and more thorough.
Attendance record: Be prepared to spend overtime at crucial periods, such as final
accounts. Budgetary performance: Ensure that the re-organisation of the department is
completed within budget. New product development: Complete stage I of the introduction
of the new computerised stock, sales, and ordering system.
Customer contact: Be prepared to spend a greater time explaining the company's position.
Supplier contact: Keep in control of subcontract progress.
Contact with superiors: Be prepared to provide much more detail on the functioning of the
department than has previously occurred.
Contact with equals: No action.
Contact with subordinates: Spend more time with subordinates in developing the
necessary skills and knowledge to help in the implementation of the new systems.
Technical skills: To start on a company paid course to acquire greater accounting
qualifications. Stage I to be completed.
Staff development: To help develop an integrated training programme for all staff in the
finance department and to be more available for counselling and advice, particularly at
times when new equipment or procedures are being introduced.
The level of task completion: J Franklin's perspective
Appearance: No required action.
Administration: Ensuring that wages are paid on time has been achieved. Ensuring that
management accounts are completed before time so that necessary corrections can be
made still has major problems. With the movement to the weekly management report we
are still only getting one in three on time. Ensuring that the auditing of the final accounts
proceeds smoothly, has been a major disaster involving us in a lot of extra time and
money.
Quality of work: The required improvement, that documentation for management meetings
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