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The Transport Manager Can Improve His Image
Page 100
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WIILST there was a growing awareness of the importance of the transport manager's function in industry, there was still quite a lot that the transport manager could do to accelerate this awareness and attain the required status.
This was said last week by Mr. J. E. Brandon, controller of services, Scottish Gas Board, speaking on aspects of management at the monthly meeting of the Forth Division of the Industrial Transport Association. Too many transport managers, he said, heartily disagreed with their company accountant's transport cost statement without being able to put forward a more constructive alternative. The answer was to master the intricacies of preparing cost statements and by closer liaison with the accountant to ensure that all savings, costs and economies were truly reflected on the balance sheet.
Mr. Brandon pointed out that smaller firms that lacked the administrative resources of a large organization should not say "we cannot afford this or that scheme" hut should pursue all avenues to higher productivity and better management through their membership of the ITA.
On the matter of delegation. Mr. Brandon stressed that no subordinate could carry out his duties unless he knew exactly what he was responsible for.