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18 lines
3.6 KiB
18 lines
3.6 KiB
4 months ago
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tgwall&binu.m.parayil.civ&360_fisc&6.0.0&&&360_fisc&&&terry@terrywall.com, bcarico@actscorp.com&N.Y.N.N.Y.N.N.N.N.N
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0.1.o.o.o.1.&360_fisc.001&360_fisc.002&360_fisc.003&360_fisc.004&360_fisc.005&360_fisc.006&360_fisc.007&360_fisc.008&360_fisc.009&360_fisc.010&360_fisc.011&360_fisc.012&360_fisc.013&360_fisc.014&360_fisc.015&360_fisc.016&360_fisc.017&360_fisc.018&360_fisc.019&360_fisc.020&360_fisc.021&360_fisc.022&360_fisc.023&360_fisc.024&360_fisc.025
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&::P1.0:1:1:0&::P1.0:1:1:0&::P2.0:1:1:0&::P2.0:1:1:0&?0=0?1=0?2=0?3=0?4=0::P3.0:1:5:0&?0=0?1=0?2=0?3=0?4=0::P3.0:1:5:0&?0=0?1=0?2=0?3=0?4=0::P3.0:1:5:0&?0=0?1=0?2=0?3=0?4=0::P4.0:1:5:0&?0=0?1=0?2=0?3=0?4=0::P4.0:1:5:0&?0=0?1=0?2=0?3=0?4=0::P4.0:1:5:0&?0=0?1=0?2=0?3=0?4=0::P5.0:1:5:0&?0=0?1=0?2=0?3=0?4=0::P5.0:1:5:0&?0=0?1=0?2=0?3=0?4=0::P5.0:1:5:0&?0=0?1=0?2=0?3=0?4=0::P6.0:1:5:0&?0=0?1=0?2=0?3=0?4=0::P6.0:1:5:0&?0=0?1=0?2=0?3=0?4=0::P6.0:1:5:0&?0=0?1=0?2=0?3=0?4=0::P7.0:1:5:0&?0=0?1=0?2=0?3=0?4=0::P7.0:1:5:0&?0=0?1=0?2=0?3=0?4=0::P7.0:1:5:0&?0=0?1=0?2=0?3=0?4=0::P8.0:1:5:0&?0=0?1=0?2=0?3=0?4=0::P8.0:1:5:0&?0=0?1=0?2=0?3=0?4=0::P8.0:1:5:0&?0=0?1=0?2=0?3=0?4=0::P9.0:1:5:0&?0=0?1=0?2=0?3=0?4=0::P9.0:1:5:0&::P9.0:1:1:0
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&To manage and lead the modeling, simulation, data collection and analysis efforts in the area of military communications systems::&Personable, accessible, firm when needed, engaged with customers::&Not sure.::&Not sure, but I would assume that soliciting feedback with this survey would be one approach.::&?xxx?1?xxx?xxx?xxx::Josh is a great personnel-oriented supervisor, but does not appear to have a publicly stated vision for the branch. He is engaged to various extents with the tasks/projects that the members of the branch are currently working on, but doesnt appear to elucidate a longer term vision for how the branch should grow or adapt.&?xxx?xxx?xxx?3?xxx::Josh is firm, when needed, as a manager should be, be he is not hostile to feedback.&?xxx?xxx?xxx?3?xxx::Josh is very consistent with what he says and what he actually does. However, please see comments in Question #5 for my thoughts on what he should do.&?xxx?xxx?xxx?xxx?4::Has consistently been my experience.&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?2?xxx?xxx::again, see comments for #5. Not sure if everyone in the branch has the same understanding of what the purpose of the branch is.&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?2?xxx?xxx::Not sure - not aware of any specific situations&?xxx?xxx?2?xxx?xxx::Again, not aware of any specific situations&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?3?xxx::&?xxx?1?xxx?xxx?xxx::Performance discussion usually only occur at the required ratings interval.&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?2?xxx?xxx::Again, performance discussion usually only occur at the required ratings interval.&?xxx?xxx?2?xxx?xxx::Most people in the branch are typically engaged with their specific tasks. Again, since the branchs current vision and purpose are not well understood, not really sure if people are fully cognizant of the direction we are going in.&?xxx?xxx?xxx?3?xxx::&?xxx?1?xxx?xxx?xxx::I may be sounding like a broken record at this point...see earlier/related comments re: purpose/vision&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?2?xxx?xxx::&1. Developing a well thought out, long term vision for the branch and specific approaches to work towards that goal.
<BR>2. Show/feign more interest in the work that the branch members are engaged in. Dont focus only on keeping people employed, which is important, of course. Try to understand the specifics of the work that is being done, how different projects might be related, any deficiencies that can be addressed, etc.
<BR>3. Nothing else specific comes to mind at the moment::
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