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Our Client is a project management and telecommunication infrastructure installation company that succeeds through teamwork.
The GM monitors the company¿s operational performance through reports ¿ weekly Site Margin Report, weekly Cash Flow Forecast, monthly Financial Report and Variance Analysis ¿ which are compiled by the FINA Team from information gathered by all teams. By doing this, he (a) encourages the on-time distribution of accurate reports, and (b) helps all the teams to prioritize the issues with the most impact on the company¿s financial performance.
The GM also relies on reports to monitor the other objective aspects of performance ¿ such as capacity utilization, site exceptions (i.e., change orders, BOM errors, time over-runs, etc.) ¿ in addition to direct, ¿anecdotal¿ information. As with the financial reports, he encourages the teams to establish and maintain processes to compile and distribute these reports, while helping the operating groups to focus on the important issues that impact efficiency and profitability.
Teamwork is critical to the company¿s success, and therefore monitoring various indicators of strong and weak teamwork between his four direct reports ¿ the respective managers of the SAEE, PAM, FO, and FINA Teams ¿ is a critical aspect of the General Manager¿s success. The GM focuses on communication and cooperation between the teams, and avoids getting bogged down in the details of individual issues unless the managers cannot resolve the matter at their level. By ensuring that decisions regarding processes, controls, and division of responsibility are made on a consensus basis among the teams, the GM makes the best of his management resources. By dealing primarily with the Managers for operational issues ¿ and not with their subordinates ¿ he maintains their motivation.
The GM manages the Team Managers by helping them develop K.R.A.S (Key Result Areas) and Success Measures that are in line with the company¿s objectives, and monitors performance. Because the Team Managers are more involved in day-to-day issues, the GM supports them by staying focused on the bigger picture and by addressing inter-department communication issues.
Strong project management principals are also critical. These include developing a clear objective and success measures, prior planning, anticipating problems and addressing them with process-oriented solutions ¿ not one-off firefighting.
The GM¿s technical expertise helps him to support the Team Managers by anticipating certain types of problems. The GM does not get directly involved in individual projects, except in an advisory capacity. Also, the GM does not ordinarily get involved with individual procedural issues ¿ including administrative procedures like cash management, payroll, etc. These procedures are handled completely by the Teams, except where exceptional authorization is required.
OBJECTIVES OF POSITION
The Country General Manager (¿GM¿) supports the Vision, Mission, Strategic Objectives, and Operating Principals of the company. He does this through communication, leading by example, and maintaining an environment conducive to teamwork. He relies on his Team Managers to handle the details.
The Vision, Mission, and other aspects of the structure and objectives of the company are developed by the GM and the Group General Manager, in cooperation with the Group Financial Controller. The GM is responsible for the implementation of this ¿blueprint¿ and for updating the Group General Manager on objective measures of performance.
KEY RESPONSIBILITIES
¿ Manage the performance of the Managers with regard to profitable, accident-free, on-time site construction with zero deficiencies.
Communicate operating objectives and performance measures.
Ensure that reports are prepared and delivered on time.
Give meaningful feedback (and take other measures) as required.
¿ Supervise the development and integration of new systems in the 3 operating departments (SAEE, PAM and FO).
¿ Ensure adherence to data flow and control procedures ¿ primarily by communicating the importance of these procedures with regard to achieving the company¿s Vision.
Communicate to the entire company the importance of following documentation policies & procedures ¿ tracking all movements of Materials, Tools, Equipment, and Men; recording all Field Expenses; reporting data to the FO Admin Coordinator and to the FINA Team by the daily/weekly/monthly deadlines.
Reinforce that these procedures enable the company to grow profitably as client work increases, which is a key competency with regard to winning tenders for new & existing clients.
Give feedback on a weekly basis to all teams regarding their adherence to reporting deadlines.
Provide support to the 4 team managers for the development of department documentation and procedures in compliance with directives set forth by Corporate.
Facilitate communication and team work among the 4 team leaders
Educate the team leaders to implement management systems focused on error detection and problem solving measures.
Impose on the team leaders systems enabling each team manager to measure the performance of their department employees.
Maintain throughout the organization an environment where every single manager and employee is productive and is a team player.