None of this helps you, though, does it Andrew.
Hopefully Betty will be back up and running soon!
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None of this helps you, though, does it Andrew.
Hopefully Betty will be back up and running soon!
When I was a lower level manager within OTC (Overseas Telecommunications Corporation), I had an annual budget (which had been developed by myself in conjunction with my senior management) to operate within and monthly reporting on my group's expenditure to my senior manager. That reporting showed any variance from the projected budget. Any variance had to be explained. On some accounts, e.g. OH&S, I didn't care if I went over-budget.Quote:
Originally Posted by Jamo
When OTC was merged with Telecom Australia to become Telstra, financial control was wrested from OTC and given to Telecom people. There was no more budget constraints at lower management level. It was all moved up to GM level - so basically we could spend what we liked.
Ron
We had a CEO in a certain state govt dept that I worked for, who felt the need to 'suck up' to the minister for perceived personal status, rather than for the depts best interest.
He proudly told us how he had managed to save $2mill on actuals vs budget for the year (the total dept budget was only $10mill) and how pleased the minister would be!.
He genuinely couldn't understand why the minister then chose to shave $2mill off the next year's budget!
'Zackly! That was something I was very aware of owing to the good relationship I had with some OTC accountants. I made sure I didn't save on items that really couldn't be reduced. I went way over-budget in my first year in fixing all the items (particularly building maintenance) that had been let slip in order toi save money. However, one needed to be able to justify expenditure and I always could.Quote:
Originally Posted by Jamo
Umm, are we getting off-topic? :wasntme:
Ron