Do you consider the description of the Bridgestone/Firestone store manager’s responsibilities important information that the raters of managers need to be knowledgeable about?
Do you consider the description of the Bridgestone/Firestone store manager’s responsibilities important information that the raters of managers need to be knowledgeable about?
Topic: BUS 210: Human Resource Management
Details: Discussion 5
Welcome. This week you will upload an initial post and 2 responses to classmates. The initial post should be a minimum of 300 words. The reply posts should each be 150-words. Please be sure to utilize the reading materials (and any outside sources) to support your position(s) and include proper APA citation (in-text and reference list) in your post.
See the discussion rubric in the Important Documents Folder for more details on grading.
1. Watch the LinkedIn Learning course: Foundations of Performance Management with Nigel Cumberland (46m)
Read Chapter 9 “Performance Management” in your Human Resources Management Text
2. Discuss: Read Application Case Study 9-1 found on pages 287 – 291 of your text. Incorporate the following answers into your discussion post.
Do you consider the description of the Bridgestone/Firestone store manager’s responsibilities important information that the raters of managers need to be knowledgeable about?
Does the portion of the performance evaluation form used at Bridgestone/Firestone require any subjective judgments or considerations on the part of the rater?
Suppose that a Bridgestone/Firestone manager received an outstanding performance evaluation. Does that mean that he or she is promotable? Why?
3. Reply to two classmates: Each reply post should be a minimum of 150 words. The two reply posts are due on Sunday at 11:59 pm EST. Please be sure to utilize the reading materials (and any outside sources) to support your position(s), utilize proper grammar, spelling and punctuation, and include proper APA citation format (in-text and reference list) in your post.
Application Case 9–1 Evaluating Store Managers at Bridgestone/Firestone Tire & Rubber
Bridgestone/Firestone manufactures and sells tires and related products for cars, trucks, buses, tractors, and airplanes. The tires are sold to automakers and consumers through 2,100 stores and many independent dealers. The stores are the vital link to the consumer.
Description of Store Manager Responsibilities
Summary of Duties
Has responsibility for securing maximum sales volume and maximum net profits. Super-vises all phases of store operation—selling, merchandise display, service, pricing, inventories, credits and collections, operation, and maintenance. Responsible for the control of all store assets and prevention of merchandise shortages.
Interviews, selects, trains, and supervises all employees; follows their progress and development. Conducts employee meetings and follows closely for satisfactory productivity.
Sets sales quotas for employees and follows up for accomplishment. Works with sales-people and personally calls on commercial and dealer accounts.
Interprets and explains store operating policies and procedures to subordinates and follows for adherence. Investigates complaints and makes adjustments. Maintains store cleanliness.
A. Human resource administration—30 percent
1. Directly supervises pivotal employees and, through them, the other employees; directs activities, schedules duties and hours of work, and follows up for productivity and sales results. Instructs or directs the instruction of new and present employees in work procedure, results expected, sales quota program, product and price information, and so on, and follows up for adherence to instructions. (Daily)
2. Interviews applicants, obtains formal applications, determines qualifications (using employment questionnaires), and selects best people for open jobs or files applications for future consideration. (Weekly)
3. Determines number of employees needed for profitable store operations, considering individual sales productivity, salary expense, anticipated human resource requirements, and so on. (Monthly)
4. Prepares, plans for, and conducts employee meetings, instructing about new products and policies, developing sales enthusiasm, explaining incentive programs, holding sales demonstrations, and so on. (Semimonthly)
5. Trains and directs the training of new employees, following established training pro-grams for effective utilization, conducting on-the-job training, and supervising training activities for own employees and those being trained for other assignments. (Weekly)
B. Selling and sales promotion— 30 percent
1. Breaks down store’s sales into individual daily amounts for each employee, follows progress of employee in meeting quotas, and determines and takes action necessary to help him or her reach the objective. (Daily)
2. Works with salesperson in setting up sales objectives and reviewing accomplishments, using call and sales record sheets, and following to secure maximum sales effort and effective use of time. Makes calls with salespeople to determine effectiveness of contacts, reasons for lack of progress, and so on, giving help in closing sales and securing additional business. (Daily)
3. Contacts personally and by telephone inactive accounts and prospective customers, promoting and soliciting sale of merchandise and services, and following to close the sales. Review prospect cards, assigns them to employees, and follows to secure sales from each. (Daily)
4. Contacts selected commercial and dealer accounts for special sales promotion and solicitation, determining sales possibilities and requirements, selling merchandise and services, and so on. (Daily)
5. Prepares advertising copy, following merchandising program suggestions, and arranges for insertion of advertisements in local newspaper. Makes sure employees are altered and store has merchandise to back up advertising. (Weekly)
6. Maintains a firm retail, commercial, and wholesale pricing program according to established policies.
C. Inventory sales and expense control— 15 percent
1. Reviews stock turnover records for overstock conditions, determines necessary corrective steps, and takes the appropriate action. Establishes stock levels and orders according to sales results recorded in the stock ledgers for new tires and retreads. (Monthly)
2. Prepares sales and expense budget covering projected sales and expenses for the period. (Monthly)
3. Reviews expense control sheet, comparing actual expenses with budget figures; deter-mines and takes action necessary to keep within the approved budget. (Daily)
4. Is responsible for the completeness and accuracy of all inventories, accounting inventories, markup, markdown inventories, and so on.
D. Checking— 10 percent
1. Checks stock, automotive equipment, service floor, and so on, continually observing store activities and determining that equipment is maintained in good operating condition. Makes inspection trips through all parts of the store, checking observance of safety and fire precautions, protection of company assets, and so on. Checks credit information secured for commercial and dealer accounts, and works with office and credit man-ager in setting up credit limits. (Weekly)
2. Is responsible for and investigates all cash shortages, open tickets, and missing tickets.
3. Investigates customer complaints, making adjustment or taking appropriate action for customer satisfaction. (Daily)
E. Miscellaneous functions—15 percent
1. Reads and signs Store Operating Policy and Office Procedure Letters; analyzes and puts into operation new policies and procedures as received. (Weekly)
2. Prepares letter to district manager covering progress of the store, store plans, results secured, market and special conditions, and so on. (Monthly)
3. Inspects tires and other merchandise in for adjustment, determines appropriate settlement, prepares claim forms, and issues credit, replaces, and so on. Makes all policy adjustments. (Daily)
4. Attends district sales and civic organizations meetings and takes part in civic affairs, community drives, and so on. (Weekly)
Discussion Questions
1. Do you consider the description of the Bridgestone/Firestone store manager’s responsibilities important information that the raters of managers need to be knowledgeable about?
2. Does the portion of the performance evaluation form used at Bridgestone/Firestone require any subjective judgments or considerations on the part of the rater?
3. Suppose that a Bridgestone/Firestone manager received an outstanding performance evaluation. Does this mean that he or she is promotable? Why?”
Format: APA
sources: 2
Pages: 1
powerpoint slides:
Spacing: Double spaced
Answer preview for the “Do you consider the description of the Bridgestone/Firestone store manager’s responsibilities important information that the raters of managers need to be knowledgeable about?” essay………………………….
apa 356 words