life_at_castle's Journal

EOD not done from last night, even though the manager closed the till an hour early it was left and was expected for me to do.
When doing EOD no paperwork to show that a refund done by the manager had been put through making all the totals completely out, so had to chase around what was happening.
Silver Dot promotion - Received an email saying that all our customers were getting a postcard through tomorrow explaining the new sales promotion - When confronted Manager said that he knew weeks ago and that our stock was arriving on next delivery but it had not been explained to me.
Was told not asked to ring a customer - Ed James and give him directions to Spitfire Park. I don't know the area and when telling other arts advisor that the best way for him was to get him to get directions from the internet, i'm told that he had been promised a phone call so i'd have to give him directions.
Again was told to write a letter for a customer - Chris Broadrick whilst he was there as i'm quicker, maybe so, but it would be nice to asked.
Another arts advisor took down the wrong phone number for a customer - Kedwards who needed an urgent call, was told to try as many combinations to see if i could get the correct number, if that was really a feasible option then why wasn't they doing it themselves. Tried 118 500 but the customer is ex-directory, asked arts advisor to leave a note on additional information so everyone could see why the customer had not been called and the answer i got returned was 'i have more important things to do'.
Also customer has had wrong artist christmas card sent through, arts advisor gets frustrated and asks me what to do about it, i suggested resending the form and i'm told to do it, i politely decline and say that she has to learn to do things. I did all the christmas card requests as no one else has done them but it was quickly fired back when there is a problem even though was helping the gallery.
Managers customer - Brace was promised a courier delivery on three occassions and now has been given 2x pics FOC, i'm then asked to chase up when they are coming in, even though i don't know the situation. Again no additional information to let other staff know whats going on.
Delivery Sheet - I started calling saturday but there were a few people that i couldn't get through too, list is still sitting on desk with no one else being rung 3 days later!!

Other Issues

Weekly staff meetings - Saturday mornings - no one has even informed me of these but are quick to accuse when i'm not there for something that i didn't know about.
COA's - A member of staff wanted me to ring WG directly to get all our outstanding COA's, curious to why she wouldn't do it herself, probably not wanting to get in trouble for it. Told her to talk to Manager which she ignored and continued to complain about, talked to Manager and cc Area Manager on what was happening. Result area manager manages to get COA via the correct route.
Delivery sheets are not being rung
Spreadsheet not being updated
Cleaning not being done
Tasks not being prioritised - ie cleaning more important than MBNA??
Washing up left
Being told issues that have arisen in the gallery about myself from an arts advisor rather than my manager.
Cims is up the creek with orders all over the place showing balances that they don't have.
Stock takes
New releases phone rounds not being done.
Additional information not used

My personal staff issues

Adam - Always anxious, not delegating work equally between staff. Doesn't lead by example.

Lesley - Always complains about things that aren't being done, spends the day talking, tries to do too many jobs at once and offloads them at most opportunities, when asked to do something will always say that she has something else to do.

Guy - Not understanding theoretical stock, also get frustrated with problems in the gallery but doesn't use the correct methods of communication in the gallery, would rather jump straight to the top. No formal CG training.

Jamie - Complains about coffee machine but doesn't set the example himself just expects things done.

There are lots of little things in the gallery that aggrevate myself, i introduced a new system into the stockroom which needs re-inforcing to keep on top of the situation ie updating mounted lists ie when new one come in or old ones taken. Spreadsheet - if this was broken down into two seperate spreadsheets this would decrease the amount of error between the spreadsheets as they get thrown around the computers. Cleaning rota introduced? Gallery rotation - things are only ever moved when something new comes in, a new rotation system would keep the gallery looking 'fresh'. A better filing system being introduced would cut down time spent chasing paper trails. Leaflet drop - introduce more new customers - treat every customer as a VIP. Overall a general organisation would bring the gallery back up to speed and keep it at its flagship status.

I'm not the manager though, will write up a business plan for the gallery with all pro's and con's and then sit down with the manager and the area manager and discuss new plans and see if they want to impliment them. This way shows recognition rather than having the glory taken by someone else.