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29-Jun-2010 20:33:43 GMT<<>>tgwall&davelewicki&LAP360TJ&6.0.0&&&LAP360TJ&&&terry@tgwall.com, bcarico@actscorp.com&N.Y.N.N.Y.N.N.N.N.N<<>>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<<>>&::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<<>>&Maintain the best Inormation Technology. And be abreast of and impliment improvements.::&Visionary, clear directions.::&Unknown.::&Acquisition of skills. Timely solutions given to technical problems.::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?2?xxx?xxx::He should listen more to other points of view.&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?2?xxx?xxx::&?xxx?1?xxx?xxx?xxx::He shouldnt scare people into getting them to do things.&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?2?xxx?xxx::sometimes he has his mind made up already before thinking it over.&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?2?xxx?xxx::He should compliment his employees more.&?xxx?1?xxx?xxx?xxx::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?2?xxx?xxx::&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?xxx?4::&?xxx?1?xxx?xxx?xxx::&?xxx?xxx?xxx?3?xxx::<<>>Not Scored by Definition
29-Jun-2010 21:56:13 GMT<<>>tgwall&richlouie&LAP360TJ&6.0.0&&&LAP360TJ&&&terry@tgwall.com, bcarico@actscorp.com&N.Y.N.N.Y.N.N.N.N.N<<>>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<<>>&::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<<>>&Our department is Information Technologies. It is primarily a company support function and is not directly responsible for generating revenue. We have a yearly budget that is adhered to, along with a spending plan. The IT department is responsible for overseeing the integration, maintenance and supervision of electronic data transmission, communications and support. This includes hardware, software and policy regarding the use of all devices under this venue.::&Strong direction in adherence to the policies and guidance established in question one. There is never a question as to the end result of policy or project.::&I have no idea. I would guess that he models some of it based on what he observes the Upper Management Team at Navmar demonstrating, and he has attended Navmar University to the same end. I would venture that the inclusion of DiSC INDRA is in-line with that goal as well.::&Results. Period. I dont think he looks at the methodology used to achieve any specific goals, just the end results. Interpersonal relationships and how well a team works together may be evaluated, but I havent seen that firsthand.::&?xxx?xxx?2?xxx?xxx::The company AND team purpose is a changing landscape. I believe there is an effort to convert the IT department to a revenue producing entity, and that is sometimes reflected in the day-to-day discussions, but I have no idea whether this is absolutely true, or if it is expected within a certain time frame.&?0?xxx?xxx?xxx?xxx::His strong personality and the underlying fact that he is the CEOs son creates an atmosphere of tension in this regard. He is prone to anger, and have seen that in some dealings. Most of us were hired as an adjunct to a personal relationship with him or his family, and it is silently understood that also works conversely. Although, my personal experience with him has been that he is fair-minded and he honestly believes that the individuals were hired as an asset to the company. This and the fact that most of the department is younger or as young, by nature, and that age/peer equivalence creates some tension in itself.&?0?xxx?xxx?xxx?xxx::His office presence is rarely predictable. I think that undermines the expectations of what is required and probably interferes with other directives that are not related to physical presence in the workplace. Some of the worst performers in the Department are never late or absent from work. This creates a confusing array of expectations.&?xxx?xxx?xxx?xxx?4::No problem here. He is a PEOPLE Person, just like the CEO. This is a GOOD Trait.&?xxx?xxx?xxx?3?xxx::Again, his strong personality comes through and there is no second guessing.&?xxx?xxx?2?xxx?xxx::Not sure why. I think the individuals in question dont pay attention, and it is their fault for not being able to fully understand the purpose. &?xxx?xxx?2?xxx?xxx::His mind is usually made up already, and that, coupled with the question about disagreement, can be volatile in this area.&?xxx?xxx?xxx?xxx?4::I think he seeks approval and can sometimes be unsure of his decisions, so that is GOOD. But the tendency to not disagree with him hurts this effort.&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?xxx?xxx?4::&?xxx?1?xxx?xxx?xxx::not on a monthly basis. Company policy is every six months. However, there is no problem with this, and everybody is on equal footing with the policy.&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?2?xxx?xxx::This could be improved. Work Leaders dont get full recognition and that might help the situation.&?xxx?xxx?2?xxx?xxx::Again, the tendency to not disagree makes this not easily observed.&?xxx?xxx?xxx?3?xxx::As long as the change is predictable and in-line with the decisions already made.&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?2?xxx?xxx::No way to tell.&?xxx?xxx?xxx?xxx?4::<<>>Not Scored by Definition
30-Jun-2010 00:18:15 GMT<<>>tgwall&demarco&LAP360TJ&6.0.0&&&LAP360TJ&&&terry@tgwall.com, bcarico@actscorp.com&N.Y.N.N.Y.N.N.N.N.N<<>>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<<>>&::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<<>>&Provide 100% satisfaction for the customer in whatever the task or requirement.::&The ability to command attention and express his views clearly and thoroughly. ::&Team management::&In satisfaction of the customer.::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?2?xxx?xxx::This changes from employee to employee. It ranges from usually to almost never. &?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?2?xxx?xxx::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?2?xxx?xxx::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?2?xxx?xxx::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?2?xxx?xxx::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?xxx?4::<<>>Not Scored by Definition
30-Jun-2010 11:46:00 GMT<<>>tgwall&thomaswallace&LAP360TJ&6.0.0&&&LAP360TJ&&&terry@tgwall.com, bcarico@actscorp.com&N.Y.N.N.Y.N.N.N.N.N<<>>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<<>>&::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<<>>&Navmar IT manages comprehensive and integrated Information Technology systems, processes and procedures that improve an Navmar�s business functions. These processes include program management / support, systems / software development, testing and validation, enterprise configuration, security, operations, and training. Navmars IT Staff ensure that system design, disaster and contingency planning, risk assessment, security protocol, systems deployment, maintenance schedules, and other related matters are aligned with the existing Corporate Goals and Objectives.::&::&Unknown::&Unknown::&?xxx?xxx?xxx?xxx?4::&?xxx?1?xxx?xxx?xxx::&?xxx?xxx?2?xxx?xxx::&?xxx?xxx?2?xxx?xxx::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?2?xxx?xxx::&?xxx?xxx?xxx?3?xxx::&?xxx?1?xxx?xxx?xxx::&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?2?xxx?xxx::&?xxx?xxx?2?xxx?xxx::&?xxx?xxx?2?xxx?xxx::&?xxx?1?xxx?xxx?xxx::&?xxx?xxx?2?xxx?xxx::&?xxx?1?xxx?xxx?xxx::&?xxx?xxx?xxx?3?xxx::&?xxx?1?xxx?xxx?xxx::&?xxx?xxx?2?xxx?xxx::&?xxx?1?xxx?xxx?xxx::&?xxx?xxx?2?xxx?xxx::<<>>Not Scored by Definition
30-Jun-2010 12:38:16 GMT<<>>tgwall&paulquinn&LAP360TJ&6.0.0&&&LAP360TJ&&&terry@tgwall.com, bcarico@actscorp.com&N.Y.N.N.Y.N.N.N.N.N<<>>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<<>>&::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<<>>&As a company we are here to support the War Fighter and turn a profit for the stakeholders. As a department we consider the rest of Navmar our customer base and support them accordingly. Outside of direct work it is up to us to provide the technology and expertise to help Navmar achieve the first objective.::&He seems to be clear and focused on a direction for the department. I believe he practices the concept of setting the bar high in order to force us to better our skills. He is generous with you if you fall short as long as you are clearly making the effort and progressing towards the goal. Although he is not easily turned he can be convinced to make a change by a well thought out argument. T.J. tries to hide behind a gruff exterior but its clear that he cares a great deal for the people that work for him. He is not an idiot which makes it easy for me to respect him. Personally I find it easy to follow someone whom I perceive to be as or more intelligent than myself.::&In general I think his leadership style is generally authoritarian. He is obviously trying to get feedback from us in order to improve his leadership.::&Since I dont know him on a personal level I have no way of giving an informed opinion to the question.::&?xxx?xxx?xxx?3?xxx::&?xxx?1?xxx?xxx?xxx::Even when he in a good mood that can change quickly if someone challenges his Ideas or suggested methods. Unless he is clearly asking for input most will not speak up in a meeting. That volatility can be useful when working with McDonalds employees but I think its detrimental when dealing with educated and skilled technicians.&?xxx?xxx?xxx?3?xxx::I agree, TJ does not seem false in any way in as far as I know him.&?xxx?xxx?xxx?xxx?4::He has never given me the impression that he was unfocused on what I was saying. In fact TJ is likely to pick up on some nuance of the conversation and pursue it.&?xxx?xxx?xxx?xxx?4::Bluntness is definitely not one of his problems.&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?2?xxx?xxx::&?xxx?1?xxx?xxx?xxx::Nothing to add to my previous comment in this area.&?xxx?xxx?xxx?3?xxx::TJ is very direct in letting us know both corporately and individually when he thinks were lacking.&?xxx?xxx?xxx?3?xxx::I havent noticed much buck passing.&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?2?xxx?xxx::Im not really sure about this one, he has always been fair with me but I dont have the daily personal interaction with him to give a clear answer.&?xxx?1?xxx?xxx?xxx::I would also add that its not needed unless something needs to be corrected.&?xxx?xxx?xxx?xxx?4::&?xxx?1?xxx?xxx?xxx::&?xxx?xxx?xxx?3?xxx::TJ has discussed his vision for the department and company many times and I have never heard anyone disagree with his ideas. Personally I have found his vision to be motivating and comforting from a job security and personal growth standpoint.&?xxx?xxx?xxx?3?xxx::When the floor is open to new ideas TJ is very receptive.&?xxx?xxx?xxx?xxx?4::&?xxx?1?xxx?xxx?xxx::This is just my perception as I have not had personal dealing with him.&?xxx?xxx?xxx?xxx?4::<<>>Not Scored by Definition
30-Jun-2010 14:53:11 GMT<<>>tgwall&michelewilhelm&LAP360TJ&6.0.0&&&LAP360TJ&&&terry@tgwall.com, bcarico@actscorp.com&N.Y.N.N.Y.N.N.N.N.N<<>>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<<>>&::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<<>>&To keep the company up to date with the lastest and best technology::&He knows what he wants and he pushing forward to get it and maintain it.::&::&::&?xxx?xxx?2?xxx?xxx::&?xxx?xxx?2?xxx?xxx::&?xxx?1?xxx?xxx?xxx::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?xxx?4::&?xxx?1?xxx?xxx?xxx::&?xxx?xxx?2?xxx?xxx::&?xxx?1?xxx?xxx?xxx::&?xxx?xxx?2?xxx?xxx::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?3?xxx::It would be nice to see that a little bit more. Tell some one that they are doing a good job so this way they know.&?xxx?1?xxx?xxx?xxx::&?xxx?1?xxx?xxx?xxx::&?xxx?xxx?xxx?3?xxx::&?xxx?1?xxx?xxx?xxx::&?xxx?xxx?2?xxx?xxx::&?xxx?1?xxx?xxx?xxx::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?2?xxx?xxx::<<>>Not Scored by Definition
01-Jul-2010 14:16:23 GMT<<>>tgwall&nickdefrancesco&LAP360TJ&6.0.0&&&LAP360TJ&&&terry@tgwall.com, bcarico@actscorp.com&N.Y.N.N.Y.N.N.N.N.N<<>>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<<>>&::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<<>>&To provide engineering services for the D.O.D.
<BR>To provide 100% customer satisfaction.::&He has clear goals.
<BR>He is a good listener.
<BR>He knows everything about the Company.
<BR>He is fair.
<BR>He is a good decision maker. <BR>He can admit when he is wrong.::&The theory that every leader can use improvement.::&He measure improvement in himself by getting feedback from his employees. <BR>He measures improvements in others by sitting down with the person, at least twice a year, and discussing what they have accomplished since the last sit down.::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?2?xxx?xxx::He always welcomes disagreement... but that doesnt mean he is happy about it or agrees.&?xxx?xxx?xxx?xxx?4::He does what he says and he remembers EVERYTHING.&?xxx?xxx?xxx?xxx?4::He is a great listener.<BR>He is a great boss and friend.<BR>He has his door open to all his employees for work or personal discussions.&?xxx?xxx?xxx?xxx?4::He is honest and if you ask him... he will tell you the truth.<BR>&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?xxx?xxx?4::He will see a problem, think of a solution, and then discuss it with the necessary people. He is always asking for suggestions.&?xxx?xxx?2?xxx?xxx::He is interested in what you have to say... if it is relevant to the situation.&?xxx?xxx?xxx?3?xxx::He usually does.. depending on the severity of the situation.<BR>He does allow people to learn from their mistakes.&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?2?xxx?xxx::&?xxx?xxx?xxx?3?xxx::&?xxx?1?xxx?xxx?xxx::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?3?xxx::<<>>Not Scored by Definition 01-Jul-2010 14:53:33 GMT<<>>tgwall&harbison&LAP360TJ&6.0.0&&&LAP360TJ&&&terry@tgwall.com, bcarico@actscorp.com&N.Y.N.N.Y.N.N.N.N.N<<>>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<<>>&::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<<>>&To provide Information Technology support for the corporation and make educated recommendations and advancements to the current infrastructure.::&Smart, a good speaker and presenter, good ideas, cares about the corporate image::&He seems to lead with authority. He is demanding and always feels there is room for improvement, both with his employees and himself.::&He seems to feel he is a great leader, but knows he has room for improvement. ::&?xxx?xxx?xxx?3?xxx::&?xxx?1?xxx?xxx?xxx::&?xxx?1?xxx?xxx?xxx::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?2?xxx?xxx::&?xxx?xxx?2?xxx?xxx::&?xxx?xxx?2?xxx?xxx::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?2?xxx?xxx::&?xxx?1?xxx?xxx?xxx::&?xxx?1?xxx?xxx?xxx::&?xxx?xxx?xxx?xxx?4::&?xxx?1?xxx?xxx?xxx::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?2?xxx?xxx::&?xxx?xxx?xxx?3?xxx::<<>>Not Scored by Definition 01-Jul-2010 16:19:46 GMT<<>>tgwall&saxton&LAP360TJ&6.0.0&&&LAP360TJ&&&terry@tgwall.com, bcarico@actscorp.com&N.Y.N.N.Y.N.N.N.N.N<<>>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<<>>&::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<<>>&To support the employees and provide them with a better way to do business.::&Clear cut deadlines and direction things are going to move.::&Probably go with results and how the company as a whole perceives those results.::&How effectivly tasks are completed and how well people plan our their tasking and complete it.::&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?2?xxx?xxx::&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?xxx?xxx?4::&?0?xxx?xxx?xxx?xxx::The company has reviews every 6 months.&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?xxx?xxx?4::Time is spent with the person during review time.&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?xxx?4::<<>>Not Scored by Definition 01-Jul-2010 18:09:08 GMT<<>>tgwall&earley&LAP360TJ&6.0.0&&&LAP360TJ&&&terry@tgwall.com, bcarico@actscorp.com&N.Y.N.N.Y.N.N.N.N.N<<>>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<<>>&::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<<>>&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 is left out (even during review periods), and the employee is left without positive or negative feedback. Positive feedback is crucial to letting an employee know that their effort is well-spent and their contribution is appreciated. Otherwise, they may not be sure that their effort is noticed, and thus may remain at mediocre performance for lack of positive motivation. A more personal dialog would likely increase the output of top performers, and also give a needed kick-in-the-pants to employees who have tried to stay unnoticed.&?xxx?xxx?xxx?3?xxx::&?0?xxx?xxx?xxx?xxx::Unfortunately, any teaching usually comes in the form of reprimanding. Addressing this topic from a friendly style (such as, "How can we improve our day to day performance? Heres how...") rather than a presumed-guilty approach ("You guys are lazy, you better shape up") would likely yield better results.&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?3?xxx::&?xxx?1?xxx?xxx?xxx::When TJ sets a goal, it is unfortunately common for it to be somewhat vague or unclear exactly what it expected. While he may believe he is showing faith in his employees by trusting them to determine the specifics for themselves, it usually ends up as an exercise in frustration for the employees who must then try to determine what TJ "really means" when a new goal/order is declared. This situation is best avoided by making goals clear and objectives whose completion are easily determinable. This will actually increase the confidence of the employees, who can be certain of what is expected of them and thus determine whether they are working hard enough to achieve the goals set for them. &?0?xxx?xxx?xxx?xxx::TJs interpersonal style can make him come across as distant and confrontational. In a given conversation, the other persons emotional state is usually not considered, and disrespectful/rude comments are common. If TJ wishes for his relationship to his employees to improve and to become a more effective leader, he must first improve the way he communicates with them. Slanderous/disparaging remarks regarding any employee have no place in the workplace, neither does the shouting that can occasionally accompany meetings. No great leader should need to resort to a contest of volume, or bitterness of words to resolve a debate. Being friendly (or at least civil) will generate a more constructive outcome from any given conversation.&?xxx?1?xxx?xxx?xxx::<<>>Not Scored by Definition 01-Jul-2010 19:55:46 GMT<<>>tgwall&mhass&LAP360TJ&6.0.0&&&LAP360TJ&&&terry@tgwall.com, bcarico@actscorp.com&N.Y.N.N.Y.N.N.N.N.N<<>>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<<>>&::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<<>>&The role of the IT dept. is to serve our internal and external customers above thier expectations. ::&His creativity inspires the same in his employees.::&::&Technical progress and new business opportunities.::&?xxx?1?xxx?xxx?xxx::&?xxx?xxx?2?xxx?xxx::&?xxx?xxx?2?xxx?xxx::&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?2?xxx?xxx::&?xxx?xxx?2?xxx?xxx::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?2?xxx?xxx::&?0?xxx?xxx?xxx?xxx::&?xxx?xxx?2?xxx?xxx::&?0?xxx?xxx?xxx?xxx::&?xxx?xxx?2?xxx?xxx::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?3?xxx::This should be e)Almost always, unfortuneatly e says almost never.&?xxx?xxx?xxx?3?xxx::<<>>Not Scored by Definition 02-Jul-2010 15:15:15 GMT<<>>tgwall&deloggio&LAP360TJ&6.0.0&&&LAP360TJ&&&terry@tgwall.com, bcarico@actscorp.com&N.Y.N.N.Y.N.N.N.N.N<<>>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<<>>&::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<<>>&To support the company by providing IT services.::&::&Theory X::&To my knowledge, leadership skill or improvement has never been measured in this context.::&?xxx?xxx?2?xxx?xxx::&?xxx?xxx?2?xxx?xxx::&&?xxx?xxx?2?xxx?xxx::&?xxx?xxx?2?xxx?xxx::&?xxx?xxx?2?xxx?xxx::&?0?xxx?xxx?xxx?xxx::&?xxx?xxx?2?xxx?xxx::&?xxx?xxx?2?xxx?xxx::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?2?xxx?xxx::&?0?xxx?xxx?xxx?xxx::&?xxx?1?xxx?xxx?xxx::&?0?xxx?xxx?xxx?xxx::&?0?xxx?xxx?xxx?xxx::&?0?xxx?xxx?xxx?xxx::&?0?xxx?xxx?xxx?xxx::&?0?xxx?xxx?xxx?xxx::&?xxx?xxx?2?xxx?xxx::&?xxx?xxx?2?xxx?xxx::<<>>Not Scored by Definition