Day 203 - 12 Jan 96 - Page 23


     
     1        I made every effort in those conversations to ensure that
     2        he knew that I supported him as a Store Manager.  I wanted
     3        to help him as a Store Manager and that is what I saw my
     4        role as and so, hopefully, that is what he would have
     5        thought.
     6
     7   Q.   You sometimes have shouting matches between the two of you
     8        in the hearing of other workers at the store, Colchester
     9        store?
    10        A.  I do not recall having ever shouted at Ray.
    11
    12   Q.   No, just conversations between you degenerating into
    13        acrimonious arguments?
    14        A.  No.
    15
    16   Q.   You do not recall any of those?
    17        A.  I do and I am saying that they did not.
    18
    19   Q.   If you move over to page 3 of your statement, the working
    20        time for a Manager or, in particular, you spent quite a lot
    21        of time at the store you said, yes, coming into Colchester
    22        store?
    23        A.  Yes.
    24
    25   Q.   Ray Coton, you said, worked five days a week.  Was that
    26        from about 6.30 in the morning until about 7.00 in the
    27        evening, on average?
    28        A.  No, not every day.  There may have been occasions when
    29        he would have worked those sorts of hours, but I would say
    30        it was more like 9.00/5.00, 10.00/6.00, 6.00/4.00.  That
    31        was the way his schedule went.  We had several
    32        conversations about his management scheduling, his
    33        scheduling of himself verses the scheduling of the people
    34        who worked for him.  Ray was not prepared to put the same
    35        effort into the job that he expected the people beneath him
    36        to put into the job.  Often and unless, sort of, prompted,
    37        he wanted to work -- he did not want to work Sundays, he
    38        did not work sufficient closes and, of course, because it
    39        is a hands-on system, managers are encouraged to work the
    40        shifts such as from the open on a Saturday where it is
    41        critical that the set up is done very well, or closes so
    42        that he can see what happens on the closes and evaluate
    43        those closes from an operational point of view, but to look
    44        at the waste that maybe occur on the closes.
    45
    46        It is important that managers work all number of shifts,
    47        every sort of type of shift and Ray was not scheduling
    48        himself to do that when I took over as Supervisor  -----
    49
    50   Q.   Managers do not properly now, do they? 
    51        A.  No. 
    52 
    53   Q.   What record is there of the actual times that a Manager
    54        works?
    55        A.  You know, it is at their discretion.  They write their
    56        schedules.
    57
    58   Q.   There is no permanent record, is there, of the actual times
    59        a Manager worked?
    60        A.  There is a permanent record of the hours they schedule

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