HELL WEEK-OR, HOW DANA MAKES ITS MANAGERS MONEY-CONSCIOUS

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Publicado: Jul 1, 1980
DOI: https://doi.org/10.35426/IAv07n38.06

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STANLEY W. GUSTAFSON
Dana Corporation, USA

Resumen

Most managers know that they must begin work almost immedi- ately on the programs proposed in their budgets if they are to pro­ duce the results hoped for, but many still have to wait several months before committing their staffs because of the time lag at their firms between submitting a budget and receiving approval on it This delay can be discouraging and cause loss of enthusiasm for the projects suggested; for nothing kills a manager's or his department’s enthusiasm about a program more than having to wait. Furthermore, some early forecasts become obsolete by the time final approval comes through.

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Vol. 7 Núm. 38 (1980): Revista 38
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Publicados
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Esta obra está bajo una licencia internacional Creative Commons Atribución-NoComercial 4.0.

Biografía del autor/a

STANLEY W. GUSTAFSON, Dana Corporation, USA

vice-president-finance of Dana Corporation, joined Dana in 1956 after graduation from Michigan State University with both a bachelor’s and a master’s degree. He started with Dana as an internal auditor and has held positions as plant accountant, plant manager, and internal audit manager. He also served as staff analyst for Dana’s Spicer Division and as secretaty/treasurer of its Victor Manufacturing and Gasket Division. Prior to h’is appointment as controller in 1966, Mr. Gustafson was director of operations analysis for the corporation. He was elected vicepresident/treasurer in 1969 and vice-president-finance in 1971.

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