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?

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