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17 lines
4.9 KiB
17 lines
4.9 KiB
tgwall&richlouie&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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&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::
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