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18 lines
7.5 KiB
18 lines
7.5 KiB
4 months ago
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tgwall&earley&LAP360TJ&6.0.0&&&LAP360TJ&&&terry@tgwall.com, bcarico@actscorp.com&N.Y.N.N.Y.N.N.N.N.N
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0.1.o.o.o.1.&LAP360TJ.001&LAP360TJ.002&LAP360TJ.003&LAP360TJ.004&LAP360TJ.005&LAP360TJ.006&LAP360TJ.007&LAP360TJ.008&LAP360TJ.009&LAP360TJ.010&LAP360TJ.011&LAP360TJ.012&LAP360TJ.013&LAP360TJ.014&LAP360TJ.015&LAP360TJ.016&LAP360TJ.017&LAP360TJ.018&LAP360TJ.019&LAP360TJ.020&LAP360TJ.021&LAP360TJ.022&LAP360TJ.023&LAP360TJ.024
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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
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&To maintain and improve the technological resources and capabilities available to Navmar employees, as well as to the customer (where applicable).::&Is willing to set an agenda, determine a goal, and set direction for the department.::&He takes a strong and dominant leadership role, giving his employees goals and expecting them to be carried out without hesitation. If a goal has been achieved, he understands it as confirmation that his leadership style works sufficiently (bottom-line approach). ::&From my perspective, he measures his ability to lead in the results that he generates from his employees. Similarly, he expects those with authority to act independently whenever possible, create new ideas, and to garner results as quickly as possible.::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?2?xxx?xxx::While debate is occasionally encouraged, TJs strong personality can come across as domineering, and inhibit those from feeling comfortable to share or express opposing ideas they might have had.&?xxx?1?xxx?xxx?xxx::Case in point: Answering personal calls during a meeting, and making the other participants wait. If an employee were to take a personal call (making everyone wait), this behavior would almost certainly be objected to by TJ or others as being unprofessional, and may even result in administrative punishments if it happened repeatedly. When TJ does this, however, no such reprimand is made. This disparity does not go unnoticed by his employees. If TJ is to command the respect and trust of his employees, he must not treat himself as more important than they, and must exhibit the same professionalism that he expects of his employees.&?xxx?xxx?2?xxx?xxx::TJs behavior can sometimes come across as dismissive or uninterested when attempting to initiate dialog with him. Lack of eye contact and body language are the main reasons for creating this perception.&?xxx?xxx?2?xxx?xxx::TJ will sometimes speak badly of an employees performance or behavior to other employees. This leads to the perception that TJ is not completely direct in letting the individual employee know of his dissatisfaction with their performance. Additionally, it creates concern that each employee may be spoken badly of behind their backs. Suggestion: As much as is possible, refrain from making negative comments regarding an employees performance to other employees, and instead take up whatever concerns/issues you have with the employee directly.&?xxx?xxx?xxx?xxx?4::Everyone here pretty much knows what their role is, what the IT Depts role is, and what the companys purpose is.&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?3?xxx::TJ does indeed place a high value on commenting, debating, and providing new input, which is an excellent trait. &?xxx?1?xxx?xxx?xxx::Issues are sometimes dealt with directly, but also indirectly. For instance, at one meeting TJ explained his displeasure in the lack of performance of a select few individuals, threatened to cut their hours, and then explained that everyone in the department was essentially disposable. While he did not name the individuals directly, he created doubt and uncertainty in the minds of those who where present in whether or not they were part of the unsavory individuals. This likely reduced their effectiveness and may give cause for some to leave the company ("If youre disposable anyway, why do you care about doing a good job?") Such leadership by threat of punishment creates resentment and reduces the employees effectiveness and commitment to performance. Suggestion: Deal with problem employees directly. Let employees know clearly whether you approve or disapprove of their individual performance. Dont saddle a group of employees with the threat of punishment unless each one is worthy of punishing.&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?2?xxx?xxx::&?xxx?1?xxx?xxx?xxx::&?0?xxx?xxx?xxx?xxx::This is one area which I believe is critical. To gain a more cooperative and open relationship with the employees, I believe that TJ would be benefited from having at least some measure of dialogue on individual performance. Oftentimes, this
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