page_55 - for several reasons. As a consequence of the...

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< previous  page page_55 next page > Page 55 Figure 3.1 The process of Total Systems Intervention had traditionally been sales oriented (i.e. customers paid as and when they chose, some debtors frequently running to 60 or even 90 days). The Company Secretary's concern for cash flow seemed understandable, but the poor relationship between him and the Sales Director prevented there being a coherent Board view. The customers, not being used to strict credit control, frequently rang the Sales Director complaining bitterly. This antagonised the Sales Director even more. Accentuating these difficulties, the Managing Director was clearly sales oriented too.
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Morale in the Accounting and Finance Department was at an all time low
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Unformatted text preview: for several reasons. As a consequence of the sales orientation of the company, accountants and finance clerks were seen as the &quot;poor people&quot; doing a low grade job. Members of staff in this service function were consequently subjected to various jibes and were quite prepared to believe them to be true. Even worse, these groups had experienced an unusually high turnover of staff, particularly in management functions, and it was, therefore, impossible to achieve continuity in relations within or externally to the organisation. A related difficulty concerned the Management Information Systems (MIS) group. MIS were closely linked &lt; previous page page_55 next page &gt;...
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This note was uploaded on 04/21/2011 for the course MGT 03 taught by Professor Kasra during the Spring '11 term at Tanta University.

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page_55 - for several reasons. As a consequence of the...

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