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17 lines
4.3 KiB
17 lines
4.3 KiB
tgwall&tracey.l.kubat.civ&JShields&6.0.0&&&JShields&&&terry@terrywall.com, bcarico@actscorp.com&N.Y.N.N.Y.N.N.N.N.N
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1.1.o.o.o.1.&JShields.001&JShields.002&JShields.003&JShields.004&JShields.005&JShields.006&JShields.007&JShields.008&JShields.009&JShields.010&JShields.011&JShields.012&JShields.013&JShields.014&JShields.015&JShields.016&JShields.017&JShields.018&JShields.019&JShields.020&JShields.021&JShields.022&JShields.023&JShields.024&JShields.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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&The purpose is to manage the SATCOM systems division. As such, the person is responsible for ensuring that the mission is accomplished, taskers are met, and that the resources (both manpower and funding) are appropriately used. The person should be able to rely on lower level management to ensure this is done.::&He has an open door policy and is very receptive to others opinions. He is an excellent communicator, extremely competent, humble, very dedicated, and committed. He has a good vision of where the division should head. He also encourages positiveness.::&situational theory and participative theory::&Increase the capability to handle the beauracracy and improve the marketability, strength and visibility of the organization, ::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?xxx?4::Joe is typically openminded and receptive to others point of views. &?xxx?xxx?xxx?xxx?4::Joes consistent in the way he deals with issues, taskers, etc.&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?xxx?4::He is very upfront, honest, and shows concern for his employees and mgt.&?xxx?xxx?2?xxx?xxx::&?xxx?xxx?xxx?xxx?4::Yes, as he recognizes that others may have additioinal insight or knowledge that may impact the decision-making process.&?xxx?xxx?xxx?xxx?4::He always makes the time to listen to others. &?xxx?1?xxx?xxx?xxx::He tries to give the person the benefit of the doubt. There is also a lot of relatively inexperienced br chiefs and the errors get attributed to that. However, to help them grow and know that they performed poorly or did something wrong, the situations need to be addressed. People need to be responsible and held accountable for their actions, as well as be expected to step up to the plate. &?xxx?1?xxx?xxx?xxx::Most of the employees dont acknowledge that something was due to their error; some of the branch chiefs do.&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?xxx?4::He is very good at taking peoples personalities -strengths, weaknesses, type of character, and experience into account when dealing with them.&?xxx?xxx?2?xxx?xxx::I honestly dont know whether he does or not.&?xxx?xxx?xxx?xxx?4::Part of your job is to make your supervisor look good. If you dont do your job right, it reflects negatively on him. You want to make him look good. Hes a great supervisor who always goes to bat for his employees and sticks up for his beliefs. So, you want him to look good to his management. As a result, people need to take personal responsibility for their jobs.&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?xxx?xxx?4::As previously mentioned, he takes into account peoples personalities/character traits when dealing with them. He also recognizes that some issues that arise may be more important to some folks than others.&?xxx?xxx?xxx?3?xxx::&1. Delegating. He should delegate more of the work.
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<BR>2. Ability to use and manage resources. The branch chiefs need to hold their folks accountable and increase the workload of some, instead of hiring.
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<BR>3. Development of supervisors. The more knoweledge and understanding they have to perform their job, it will increase the effectiveness of the organization. ::
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Not Scored by Definition
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