伯曼 零售管理（第13版）berman_rm13_ppt_11.pptxVIP

Retail Management: A Strategic ApproachThirteenth EditionChapter 11Retail Organization And Human Resource ManagementCopyright ? 2018, 2014, 2012 by Pearson Education, Inc. All Rights Reserved Learning Objectives11.1 To study the procedures involved in setting up a retail organization11.2 To examine the various organizational arrangements utilized in retailing11.3 To consider the special human resource environment of retailing11.4 To describe the principles and practices involved with the human resource management process in retailing Steps in Operating Retail BusinessSetting up an organization structureHiring and managing personnelManaging operations—financially and nonfinancially Factors in Planning and Assessing a Retail OrganizationTarget market needsEmployee needsManagement needs Figure 11.1a Planning and Assessing a Retail OrganizationTarget Market NeedsAre there sufficient personnel to provide appropriate customer service?Are personnel knowledgeable and courteous?Are store facilities well maintained?Are the specific needs of branch store customers met?Are changing needs promptly addressed? Figure 11.1b Planning and Assessing a Retail OrganizationEmployee NeedsAre positions challenging and satisfying enough?Is there an orderly promotion program from within?Is the employee able to participate in the decision making?Are the channels of communication clear and open?Is the authority-responsibility relationship clear?Is each employee treated fairly?Is good performance rewarded? Figure 11.1c Planning and Assessing a Retail OrganizationManagement NeedsIs it relatively easy to obtain and retain competent personnel?Are personnel procedures clearly defined?Does each worker report to only one supervisor?Can each manager properly supervise all the workers reporting to him or her?Do operating departments have adequate staff support (e.g., marketing research)?Are the levels of organization properly developed?Are the organization’s plans well integrated?Are em