Page 175 - Budgeting for Managers

Budgeting for Managers
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there’s some extra money in that budget, you may want to
develop an incentive program. Instead of either saving the
money or raising salaries, you can define departmental goals
and then reward the team and individuals for excellent work that
helps the department and the company.
If you want to change job titles, responsibilities, and salaries,
then you’ll want to come up with a system that works. That is,
you want to build a team that gets all of the work of your
department done reliably and well. Of course, this is a very
large topic, well beyond what we can cover in this book. But
here’s an approach that will get you started.
In planning departmental organization, think about it in two
ways:
• Think about the work that needs to be done, independ-
ent of the people. Break it up into jobs. Who would do
what and what would each person deliver? When each
person delivers that item, who does it go to? You can
use the seven steps to creating a work plan described in
Chapter 5. Then ask who can fill the jobs you have
defined and what positions you need to hire for.
•Think about the people on your team and what each of
them can do best. Then, define the gaps. What work
needs to be done that no one can do? Define jobs and
hire people to do those tasks. Or, if those tasks are small,
add them to the job descriptions of team members,
explaining that everyone gets to do what they like most,
but we also have to do some things that we don’t like as
much. We share the grunt work to get the job done.
If you have a new organizational plan supported by your
team, you’ll probably need to get it approved by senior man-
agement and HR. It’s best to do this gradually. Even before you
suggest changes, talk to your boss and other executives about
the problem and about the need for change. Make sure that
they are receptive to new ideas. Once they are, work with them
and your team to build the ideas. That way, when the plan is