Last night i was watching Foyle's War (Sunflower
) in which one of the characters is a newly elected Labour Party MP from Peckham just post WWII. The MP is ... employed? ... to a Minister (of ... the Air Force?)
So Wikipedia has cleared up for me that, unlike in the US, the position of Minister of whatever is likely an elected official who is then appointed to do something as opposed to a political appointee. Thus, i guess a Minster of whatever would then pull in junior members of their own party to fetch and carry?
If someone can point me on the right way (magic search terms?) for a general audience description of how that works, i'd appreciate it. My general search terms just net news articles.
A personal meditation of social geography, the definition of nature, replete with academic jargon and footnotes. I think a number of you would like to skim it, particularly auntysocial
(the photography, the awareness of the street landscape) and gurdonark
(the affirmation of nature in the suburban context).
Between yesterday's reflections and my meeting with team members to check on how they were doing in thinking about the reorganization of our division, i have to consider a bit about integrity. Several team members were surprised at New Director's lay-off (and were worried that more lay-offs for cost cutting were to come).
My two newer staff members were not surprised. One had considered a job opening that would have reported to New Director and had talked to people at the company before considering the job, and, based on what they heard, dismissed the job. The other had been reporting to New Director. That team member's response was a bit like mine: it's about time. My current boss and the newer staff were surprised at my team's surprise: i had insulated my team as much as i could from the New Director's vagaries and incompetence, and clearly had reserved critical (sarcastic, snide) comment for sharing with others.
I think that was right action, but was it a lie of omission? I let HR know what i thought of him, i certainly let him know of things where i felt he was failing to follow through with me (all the missed meetings, etc). Where i could provide information that might lead to positive change, i did speak up. I don't think my team could have done much, and there we were, saddled with his visits where he'd be out here for a week and would see him just for a few hours here and there.
Talking to team members last week i simply let them know that he would promise to do things and he didn't, that his inability to follow through was a well known issue in Dublin, to the point of being a joke.