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be more understandable and more thorough, has been achieved.
Attendance record: Though A is prepared to work overtime at crucial periods, such as final
accounts there has not been a substantial increase in productivity.
Budgetary performance: The need to ensure that the re-organisation of the department is
completed within budget is still not being achieved, a common problem throughout the
company.
New product development: The completion of Stage I of the introduction of the new
computerised stock, sales, and ordering system is limping into existence, and will be
perhaps 2 months late. Customer contact: No action.
Supplier contact: Keeping on top of subcontract performance and ensuring that all late
payments are rigorously pursued is still not being achieved.
Contact superiors: This has greatly improved, largely because there has been an increase
in the use of computers throughout the department. There is still a need to develop a more
cooperative attitude in many areas.
Contact with equals: Needs to provide more information and support when required.
Contact with subordinates: Needs to spend more time with subordinates in developing the
necessary skills and knowledge to help in the implementation of the new systems. Reports
are still being received of non availability to junior staff.
Technical skills: To start on a company paid course to acquire greater accounting
qualifications. Stage I to be completed. This has been applied for, but no date is yet
available.
Staff development: The new appraisals and training programme has been completed.
Outcome of the work tasks: A Siddiqui's perspective
Appearance: No action.
Administration: The problem of ensuring that wages are paid on time has now been
controlled after detailed instructions were issued to staff. The need to ensure that
management accounts are completed before time so that any modification or additional
information can be incorporated, is still a problem because of the shortcomings of the
information manager, and the failure to introduce stage I of the new computerised
information system. The task, to make sure that the auditing of the final accounts proceeds
smoothly has been complicated because of major irregularities in overseas contracts. It
was impossible to achieve the required performance because of other departments
shortcomings, as I stated at the time.
Quality of work: The suggestion that documentation for management meetings should be
more understandable and more thorough has now been achieved, and I am pleased that
new procedures that I have instituted are starting to be appreciated at management
meetings.
Attendance record: I have met the demand to be prepared to work overtime at crucial
periods, such as final accounts, with an increased work load.
Budgetary performance: The need to ensure that the re-organisation of the department is
completed within budget, has run into problems, largely because changes in the
specifications from other departments. Shortcomings of the information manager in
controlling the contractors, have all contributed to the budget problems in all departments.
New product development: I was asked to complete stage I of the introduction of the new
computerised stock, sales, and ordering system, but because of the problems mentioned
above the new system will be late.
Customer contact: I have attempted to contact all the customers to deal with complaints
within the week.
Contact with suppliers: I have taken a more active part in monitoring the performance of
subcontractors.
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