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For some time, Southern California Utilities Director of Finance Bob Baker had been looking for a competent individual to take over Section Two, Employee Disbursements. Unfortunately, Ken Carpenter, who headed up Section Two for three years, was leaving to take over a family business in the Midwest. Baker had thought about Marty Martin, who had been one of Ken’s assistants for two years. However, Baker wondered about Martin, for the latter was attending an MBA program at night, trying to pay for a Porsche, and leading a very active social life.

Baker also talked to Jim Cantonelli, about whom he had always received very favorable reports. Cantonelli had been in Section One (Accounts Payable) for three years and had done a good job programming many routine functions on the computer. Although Baker and Jim had a favorable initial chat, Jim seemed reluctant to pursue the discussion.

Before 1985, Jim worked for an aerospace firm (宇航公司), and before that, at an electronic corporation. He had completed an engineering/computer education in Europeto what would equal our junior-college level. However, he could not continue because he was called up for army service.

Jim has proven to be one of the hardest working and most conscientious employees in the Finance Division of Southern California Utilities. He has never complained about assignments, has frequently stayed after hours and worked Saturdays “on his own.” No job seems too difficult for him. He has completed not only regular tasks, but also extra ones willingly. And there were dozens of extra ones in 1993 when the new IBM equipment was installed.

Jim’s relationship with other company employees is minimal. He rarely participates in employee affairs and doesn’t trade chitchat (闲聊) to any great degree with other workers. Nevertheless, he seems respected, if not well liked, by his associates.

When Jim was approached about becoming the chief of Section Two, he was reluctant. He noted his slight foreign accent, his lack of formal education in this country, and the trouble he has in writing up his weekly reports. But when Baker pointed out, in three discussions, the extra compensation he would receive, his new job title, his experience in computers, the seniority (资历) level he was in, and the confidence Baker and other officers had in him, he still had some misgivings, but Baker overrode (不顾,超越) them.

During the first two months of Section Two’s operations under Jim, all seemed to go quite well, although Baker understood that Jim had two or three rather severe arguments with Marty Martin. Baker also suggested to Jim that it wasn’t necessary for him to stay late so many nights, that if he would just let his subordinates take over on assignments, they would probably fulfill them to his satisfacton. It was true that payroll activities worked in a very cyclical way, but no one should work until midnight night after night.

Last month Marty Martin left his position. He told Baker it was for a better job in industry. However, others have indicated that he left because of utter frustration in never being permitted by Jim to handle a complete assignment or to take over full responsibility for a major project.

When Baker questioned Jim about this, he said, “That guy has school and women on his mind; besides, he’s about as slow and lazy as every other worker in this unit.” Of course, he backed up after a few minutes, probably because Baker appeared so surprised by his remark.

In the past few weeks, Baker has visited Jim’s area almost every day. Jim usually appears agitated. In the past three weeks, Baker has received several informal complaints from the personnel of Jim’s section. Jim himself seems more upset than ever, perhaps because of several computer-related problems and comments concerning errors. Also of major concern is the quality (or lack of it) of the work produced by his section. There have been several kickbacks, and Baker’s vice president told Baker he isn’t overjoyed with the operation of Section Two. The heads of other sections with whom Jim must work have also complained (rather quietly) about Jim’s grouchiness (抱怨) and lack of cooperation.

Two weeks ago, Jane Albermarle, who worked under Jim, quit, saying, “I can’t work with that nut, Cantonelli.” Yesterday, Bob Carter and Art Phillips, both excellent employees, caught Baker on the way out of his office and asked for transfers to Section Three. When Baker questioned them, Carter and Phillips said something about people in Section Three being in their car pool. However, a couple of others who work under Jim said, “I guess he’s OK. All bosses are the same. He’s new and nervous… but he should settle down.”

It’s obvious Baker must do something about Jim Cantonelli. But today when Baker questioned him in general terms, Jim said that he’s just about got everything under control, “and in another month, if I can get these idiot employees to do a day’s work, we’ll be running as smooth as silk.”

But Baker is upset and so is management. Perhaps that seminar next month at State University on “New Techniques in Computer Payroll Methods” sponsored by the Western Finance Officers Association might be just the thing for Jim. The registration fee is nominal.