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Item three
From Buckle AEU To Managing Director
Production Department. You should know that there is going to be serious trouble in the
Production Department. Everyone is being placed under considerable pressure by the
peculiar behaviour of Mr Sedgefield. I would appreciate the chance of discussing this with
you as neither of us would want the matter to escalate further.
Item four
From Sedgefield To Managing Director
Discipline. You asked for details of recent disciplinary hearings. These are the three
problems that I have faced recently and the decisions that I took.
1. A Ossagro. This member of the production staff had on 3 successive occasions filed his
material returns two days late.
Though this did not affect the running of the department it was a serious breach of rules,
and as a result I had no option but to issue him with a written warning.
2. J Taverner. This new employee in the research and development department persisted
in using her computer during the lunch break to play computer chess. This is misuse of
electricity. I have issued an oral warning that this is to cease.
3. S Hoskyns. This manager within the department has been seen on several occasions
bringing food back to his desk in the office next to the shop floor during meal breaks. This
is contrary to the rule concerning hygiene and effective working conditions on the shop
floor. I have made the recommendation that Mr Hoskyns should be demoted.
4. G Hamilton. G who works in the research department has been leaving without
completing all the work scheduled for the day. G claims that to continue working at home
via his computer terminal and says that all work is completed on time for the beginning of
work the following day. Though his manager supports this view and has stated that all the
projects are completed on time, I do not see why employees should leave the factory and
be allowed to finish work at home. I have issued this employee with a formal warning and
should this continue I will be moving towards an action for dismissal.
Item five
From Porter To Managing Director
Accounting in Burke US. I had a major row with Siddiqui over the transfer pricing and
accounting policies of BUS. Siddiqui is still of the opinion that BUS should be invoiced in
euros for components and that we should present our management accounts in dollars
rather than euros. I explained that the US tax authorities take much more kindly to being
presented with invoices in dollars, but this did not to have much effect. Continually
changing exchange rates make dollar conversion into euros for each set of weekly
management accounts time consuming. I thought we were agreed that stock revaluation
and reconciliation into euros should be limited to the six months figures.
Action
How should you as J Franklin approach these disciplinary issues? What are important and
what are not? What specific action would you take in each case?
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