Day 202 - 11 Jan 96 - Page 08
1 of the restaurant, I still considered it to be well run,
2 but not to the standards of Mark Davis."
3
4 Would you agree with Timothy Taylor that the Colchester
5 store was well run after Mark Davis handed it over to
6 Ray Coton?
7 A. Can I just read that section there, if I could?
8
9 MR. JUSTICE BELL: Yes, do. If you would be more comfortable
10 reading the whole statement first, do so. It will not take
11 you very long.
12 A. OK.
13
14 Q. Start at the beginning and go through to the end.
15 A. The question was?
16
17 MR. MORRIS: Maybe to save time: is there anything in that
18 statement which you disagree with?
19 A. No, there is nothing that stands out as a major concern
20 for me to disagree with.
21
22 Q. We can put that statement to one side. Thank you very
23 much. Actually, referring to your point 8 on page 3,
24 although there may be consultation with managers in the
25 setting of targets, the actual targets are -- well,
26 according to Tim Taylor in his paragraph 6, he talks
27 about: "I did not set unrealistic targets for those for
28 whom I had responsibility. I did not like to put undue
29 pressure on them. It would have been counter-productive to
30 have done so. Similarly, I never felt that my targets or
31 goals set by my superiors, including Andrew Taylor, were
32 unachievable. Neither did I feel that I was too
33 pressurised. Had I done so, I would have raised with this
34 my superiors at the time the goals were set."
35
36 It is clear, is it not, that the goals are set and the
37 targets are set by people above Store Manager, although you
38 say that there is consultation with the Store Managers;
39 would you agree with that?
40 A. Goals are set in consultation with restaurant Manager
41 or the area Supervisor or, if it was my goals, they would
42 be set in consultation with my boss; we would look at the
43 job that we were supposed to be doing, see which areas
44 needed improvement, which were doing OK, what were
45 realistic targets, and then agree what we would like to
46 improve, when we are going to improve it; and that is the
47 way the system worked. We had an annual performance review
48 system which sort of directed you to an area where you were
49 to do your job better. The goals and objectives were
50 mutually set.
51
52 Q. Right. So, is it the fact then that the goals and the
53 targets are set by the immediate superior to the person
54 below them; that is the general -----
55 A. The idea is that everything dovetails into one. It
56 would not seem to make sense if I, as an operators Manager,
57 had different objectives than my Supervisor, who then had
58 different objectives to the restaurant Manager.
59
60 Q. So, it emanates from each level down to the next level?
