...Banana Republic General Manager Duties 1. General Manager of Banana Republic Factory Store in Hershey, PA “This position leads BRFS Stores. The store produces an annual volume ranging from $2-20 million. In a standard location the GM is responsible for attracting, hiring, training and developing all levels of associates. They lead an average of 4 exempt and non-exempt positions. The GM is responsible for implementing the individual store strategy in a manner consistent with Gap Inc.'s Purpose, Values and Behaviors. The GM leads their team to meet net contribution goals, sales goals, customer service targets, and Operating and Human Resources objectives through motivation, inspiration and accountability. The GM is accountable for professional representation of our brands within their locale, understanding our competitors and their operations as well as driving excellent tenant and community relationships. Leadership and Employee Results (25%) • Holds Store team and self accountable to all Gap Inc. standards of performance and behavior. • Effectively sources, recruits, selects and on-boards all management and non-exempt store personnel. • Maintains optimal staffing levels to ensure business needs are obtained while promoting associate retention. • Promotes a high-quality store associate experience from on boarding through the associate life cycle. • Promotes maximum team and individual performance through consistent coaching and feedback. Drives in-store performance...
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...Lean Supply Chain and its Effect on Product Cost and Quality: A Case Study on Ford Motor Company Summary: This paper mainly focuses on reviewing the implementation of lean supply chain (LSC) in manufacturing industries by using four-step problem solving process. Also, taking Ford Motor Company as a typical case to address how companies follow the Toyota steps to apply LSC in their daily management. First of all, the author introduces the background of how LSC developed in the Toyota Motor Corporation’s big success. Three presents perfect and develop the concept of eliminate wastes and reduce non-value added (NVA) operations, and improve the value added (VA). “ The VA activities are those that customers are willing to pay money for tangible goods or intangible functions.” Meanwhile, the NVS work mostly contains wastes. The author throws out a very critical method in LSC, which is Value Stream Mapping. VSM, as a tool to identify VA and NVA in the process, plays an important role in Lean Supply Chain. Since, it can provide a visual flow to decision making, highlight and expose wastes, explain the link between information and material flow, and finally come up with a plan that can reduce the wastes and benefit the future improvement. In the following part, the author uses four-steps problem solving process to label the problems, define the tasks, highlight the obstacles, and propose the solutions. During the whole process, there are some key factors to impact the decision-making...
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...Chapter 1: The Job of the General Manager A fundamental challenge facing general managers today stems from the fact that the external environment in which their organization operates-which includes current customers, potential customers, competitors, technological innovation, government, suppliers, global forces and so on-is changing so rapidly that the firm, with its finite resources and limited organizational capabilities, is hard-pressed to keep up (which it must do because of the rapidly changing environment). The Job of the General Manager The general manager’s job is to create value of the enterprise. You need to recognize emerging opportunities and challenges, prepare a response, and ensure the success of whatever plan of action you decide upon. After establishing a long-term direction and creating the strategy, the general manager must make important decisions such as making drastic reductions in the workforce, develop new technologies/capabilities, face new competitors, develop new distribution channels, establish new customer relationships, and convince employees/investors that it is moving in the right direction. Fundamental Components of the GM’s Job 1. Setting Direction 2. Creating Strategy 3. Implementing Change 4. Assessing Performance 1) Assessing Performance Our assessment of organizational performance is based on two sets of measures: a) operating performance - quantitative measures of financial and market performance ...
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...Ben’s Chophouse and Grill Job Description Job Title: General Manager Location: Toyko, Japan Prepared by: Jarrod Lucas Date: 3/26/2014 SUMMARY Organizes, schedules, directs employee function in the work place while conducting inspection of products while keeping inventories at a profiting level through supervision of employees and delegating duties. RELATIONSHIPS, RESPONSIBILITIES AND DUTIES includes but not limited to the following: Creating a work environment to represent and up hold the Ben’s Chophouse and Grill’s values and products. Creating and exceeding sales goals and profit margins. Creates market plans for growth and capital to customers in and out of store area. Delegate employees’ duties and services accordingly following company guidelines. Develop customer relationships for return business. Research area demographics for pre-approved deals and specials that apply to the surrounding customers AUTHORITY OF INCUMBENT Serves the company with the ability to hire, terminate, and punish employees in association with the guidelines set by company regulations. Reports directly to owners holding an open communication line on activities throughout the workplace. More duties may be assigned. STANDARDS OF PERFORMANCE Following guidelines set by company policy performance has direct correlation to potential earnings Extensive bonus programs allows for majority of earning from compensation of performance. Using related software and potential increase in...
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...forum for York photographers to meet, share techniques and collaborate on projects. Exchange melody – Babies, kids and teenagers unite! Fancy learning the bongos? Maybe ballet or mime…how about finger painting?! York has few creative groups for kids of all ages, none of which happen to be free and encompass all the arts. “Exchange York” is both a statement of intent and an invitation to the city. Exchange York is envisaged as a collective arts centre in York run entirely by young people and holding discussions, gigs, visual arts and performance. Most projects are intended to organically develop through the autonomous “Exchange Groups” that will use the space as a hub for their activity. Representatives from these groups will form the general Exchange York Collective that will devise programmes and coordinate events in the space. All work is intended to be voluntary and no one is paid....
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...Mr. Lesa is an Information Technology Manager holding a degree in Electronics & Telecommunications Engineering. He has a rich 16 years of experience in Information Technology Management and Operations. Other key areas of expertise include Technology controls, Risk and compliance management, Information Security and Projects management. Over the past 7 years he has been a key in country contact for in country Branch projects while working for Citigroup Zambia Technology Infrastructure. In this role he managed key projects some of which are; Global routing Network (GRN), Tax ePayment systems Voice systems rehabilitations, Mobile Banking interconnect Implementations (AirTel Money), Secure desktop processing, Access control systems, Information Security advanced guide implementation (For Citi) VSAT and Microwave systems project management (PTT LINKs) and a number of Business straight through process re-engineering in Congo, Kenya and Zambia. Before Joining Citigroup, He had worked for a power utility – Zambia Electricity Supply Corporation (ZESCO). While at ZESCO, he rose from Student Engineer to Senior Project Engineer on the implementation of the National Control Center SCADA (Supervisory and Data acquisition) systems. He has strong skills in networking and relationship management across different cultures and has worked closely with seniors and professionals from Citi regional and global offices, private sector, regulators, and other multilateral Technology institutes. He...
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...FRONT OFFICE ORGANIZATION CHART AND THEIR DUTIES *Organization chart is on the paper Corporate Owner-The overall owner and head of all the hotel operations General Manager- The person in-charge of directing and leading the hotel staff in meeting the financial, environmental and community responsibility of the hotel. * He develops and stylizes organization charts that fit his or her plan to meet the goals of the particular company. Assistant General Manager- holds a major responsibility in developing and executing plans developed by the corporate owners, general managers, and other members of the management staff. Front Office Manager - The person responsible for leading the front office staff in directing hospitality -Reviews the financial draft of the night audit, daily review of the financial accounting procedures at the front desk and other guest service areas during the previous 24 hour period and an analysis of operating results Desk Clerk - verifies guest reservations - registers guests -assigns rooms -distributes keys -communicates with the house-attractions -accepts cash and gives change -act as a liaison between the lodging establishment and the guest as well as the community Cashier- processes guest checkouts and guest legal tender and provides change for guests. Reservations Manager - can be found in the many of the larger lodging establishments * Responsible for taking incoming requests for rooms and noting special requests for service ...
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...to a “Solid Line” approach Dotted Line: divisional controller reports to the divisional general manager. Some decisions (hiring, compensation) are to be be discussed with the corporate controller Solid Line: divisional controller reports directly to the corporate controller. • Manufacturing company: 7 operating divisions, all responsible for the manufacturing and marketing of a distinct product line. (Smallest: $50M Biggest $500M) • James Hodgkin: President Fred Bevins: Corporate Controller Old controller organization • Corporate Control Organization is responsible for: a) financial accounting b) internal audit c) analysis of capital budget • Budget Control System were prepared by each division and submitted to top-management (little analysis) Present controller organization • Hodgkin (controller at this time), thought it was essential that corporate control organization played a more active role in establishing budgets and analysing performance o Bevins worked the same way once he was named controller • Divisional Controllers reported to Divisional general managers o Corporate controller were consulted when hiring new divisional controllers or increasing divisional controllers salary • Budget and performance reports from each division is the responsibility of that division’s general manager (with the assistance of divisional controller) • Division general manager reports directly to the corporate controller • Bevins believed that’s his relationship...
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...Advance applicable to RSNS as follows: t Gold Content Period (Maximum) 12 Months 12 Rate of Advance (Rs.) (Maximum Amount Per Sovereign) 36,000 33,000 24K 22K 20K 18K Months l2 Months 12 Months 24,000 20,000 Accordingly, Section 1.0 of the 5th Addendum dated 21.10.2010 and Section 1.0 of the 2nd Addendum dated 27.A7.2010 of Office Instructions Circular No' 4612010 dated 15.01.2010 to be amended to this effect. 2.0 Amended Rates of Advance to be applied with immediate effect' 3.0 In all other respects, the rules and regulations cantai;wd in Office Instructions Circular No. 4612010 and its addenda will remain unq(ung.d. tiolv tI [-ILN"*- ffi* ( &.tineputv c.n"fi I Manager ' (Retail Bankin$ f/:/wrr Consumer Product Management Unit D-+^il a--L:^^ hi',irinn ,r--> . General Manager (C on;,ffi er Pro duct Managem ent) ' I I0Z'80 €0 a3lgo peoH-roolc q,0z uorsrArC 3ur>1ueg 1te1eX Iul lueua3euel ]3npold J?runsuoJ --(1uarna8uustr tr (8up1uug lpleU) re8uusJg;gJsqo3 .qn de ( \.a pnpord ra luulslssv raEuu (slllsu) JEIIIS s- \J roEBuBtrAI Iu.!9 :r?ruer IIr.^ .?pu3pp" sll prIB 0l0zl9v 'oN r€lncrlJ suorlctutrsui scIJJo suorlepEar pue solru eql 'slcedsoJ JOqtro Ip uI 0'v 0'€ 'lcoJJO etrErpauiur r{tl.t petldde eq o} eoir€^pYJo seled popuourv 000'9t 000'0t (uElerenog rad lunoruy unu;xelry) ('sg) ecueapYJo elug sqluoni zl sqluontr >IZ7 zi tvz lualuol ploc (uunrurxul4i) polred :s.^s.olloJ se solclu€ ppfl>MT 0'z tZT, otelqucrldde eiu€^pvJo sot€H...
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...Background Joint Ventures Agreement Sheraton Asia Pacific and Chinese Ministry of Foreign Affairs In August 1966, a joint venture was shaped between Sheraton Asia Pacific and Chinese Ministry of Foreign Affairs. Basically, Sheraton Asia Pacific Corporation is a Subsidiary of ITT Sheraton. Andrew Wilson was appointed by Sheraton, an Australian by origin, for the Deputy General Manager position, along with Clara Chan, a Singaporean Chinese, in the Chief Auditor position. These two higher officials were appointed in 1996 only after the regulatory authorities had given formal approval to the project. Agreement Launching Ceremony Incident At the very beginning, a lunch was organized by Yang Zhao, who happens to be the General Manager of the Beijing International Club Corporation. He was also the appointee of the Chinese Ministry of Foreign Affairs. During the lunch session, Clara Chan received her first lesson in JV management and experienced what it is like to be in a venture with the Chinese. Yang Zhao gave a rather subtle complement to Chan by saying that she belonged to the Chinese background and due to which she will be culturally in sync to help Sheraton and Chinese Ministry of Foreign Affairs to establish a good understanding and a better network of communication between these two companies. Chinese Economy: At a Glance Chinese government is tried to make a favorable market condition for the foreign investor to attract them to invest in China. The result to...
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...' Academy ol Management Executive, 2002, Vol. 16, No. 4 Four Seasons goes to Paris floger HalloweU, David Bowen, and Carin-Isabel Knoop Europe is different from North America, and Paris is very different. I did not say difficult. I said diffeient. —A senior Four Seasons manager Executive Summary Four Seasons Hotels and Resorts opened its first French property in 1999. This article presents that opening as a case study to illustrate a perspective on how a company with a strong and highly successful organizational culture might approach a new national culture when that cuhure is both distinct and intense, as is the case in France. Managers can henefit from the case by understanding this approach to organizational and national culture, which the authors believe represents a useful framework for global management. The article begins with a discussion of the linkage between corporate cuifure and competitive advantage for service organizafions. It then describes the corporate support structure and the philosophy that Four Seasons developed over two decades to support its international expansion and to manage the type of challenges its French property posed. Finally, it describes how the firm went about transforming that property into one of its crown jewels. The Linkage Between Service Culture and Competitive Advantage The enduring success of service organizations such as Southwest Airlines, The Walt Disney Company, Wal-Mart, and USAA (among others) is frequently ...
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...Application # _______________ For NJDEP use only State of New Jersey LICENSED SITE REMEDIATION PROFESSIONAL LICENSURE EXAMINATION APPLICATION WITH Department of Environmental Protection Site Remediation Program FULL CREDENTIAL REVIEW Site Remediation Professional Licensing Board Date Stamp (For Department use only) 1. APPLICANT INFORMATION (All forms must be typed) Name Dr. Last Name: First Name: Maiden Name Will the NJDEP receive information about you under a different name?. If your answer is “Yes,” fill in that name below: Dr. Last Name: First Name: Maiden Name: Mailing Address Mailing Address: City: County: State: E-Mail /Internet Address: M.I.: Ms. Mrs. Mr. Yes No M.I.: Ms. Mrs. Mr. A photo is required with each application. Attach a clear, fullface passport-style photograph (2" x 2") of your head and shoulders, taken within the past six months. (Attach Photo Here) Applicants should write their full name on the back of the photo. Do not staple or clip to attach the photo. Please use double sided tape. Zip Code: Business Address Check if same as Mailing Address Business Name: Business Address: City: County: State: E-Mail /Internet Address: Business Mailing Zip Code: Please indicate the address you would like the NJDEP to use for all correspondence and billing by placing an “X” in the appropriate box: .......................................................................... Telephone Number(s): Daytime: Cellular: Please indicate the telephone number(s)...
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...necessary for the position. Use the information gathered in the interview, as well as the Week 3 readings, to complete the following worksheet. Answer each question in paragraph format. JOB ANALYSIS 1. What are the duties and job responsibilities associated with the position held by the individual you interviewed? I have interviewed a Manager of a wellness center. The job responsibilities and duties associated with the position held by this individual are handling the overall strategic planning and direction of the company, making final decisions on items brought by the direct reports, handling customer grievances at the escalated level, ensuring that sales goals are reached. 2. What are the types of knowledge, skills, and abilities that are needed to successfully accomplish the job responsibilities? Regarding the types of knowledge, skills, and abilities that are needed, The Manager must have the proven experience of sales, and understand how to motivate his/her staff. The Manager may have a degree in business management, but many times experience in the field of wellness is more important. The candidate must have general integrity and be of good character. The candidate also needs to understand and have the ability to reduce conflict resolution. The individual must also have team building and team management skills. Leadership skills are highly regarded with the ability to evaluate the work of the department heads. 3. Does the position require any physical...
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...international endeavor they are faced with many obstacles and adversities. The corporation’s keys elements are challenged, management tested, strategies examined, and decisions questioned. The purpose of this paper is to analyze the Silvio Napoli at Schindler India case study. This analysis will address Silvio Napoli’s actions while establishing an Schindler subsidiary in India. It will discuss the strategy, organizational structure, staffing, and Silvio’s progress. Also, this analysis will examine Schindler VRA’s decision of Mr. Napoli as General Manager and provide future recommendations for Schindler. Lastly, the paper will discuss lessons that may be applied to BG Group’s international endeavors. Analysis Schindler’s Indian Strategy Alfred Schindler, Schindler’s Chairman, recognized the huge market potential in India and decided to embark on establishing an Schindler subsidiary. The VRA appointed Silvio Napoli as General Manager to lead this endeavor. Silvio desired to differentiate Schindler from its competitors. Silvio developed a strategy of a narrow product line to serve low and mid to high markets, S001 and S300P respectively. Also, to gain a price advantage, Mr. Napoli planned to outsource the logistics and manufacturing sectors, with the exception of the safety-related components. This strategic plan had many shortcomings. Schindler was the first company to launch a standard product in the elevator industry. With the accomplishment more effort is required to...
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...service. Within Thistle Hotels there are 5727 bedrooms, 265 meeting rooms and 13 Otium Health & Leisure Clubs. Hospitality Assured have given full accreditation and Thistle Hotels are the first full service hotel group to receive this in the UK. The company is run like few other hotels, GLH own each Thistle Hotel and then they are leased out to another company/person, who is expected to run each hotel within the guidelines of GLH management but also gives each party benefits. They call there managerial model, general management with an entrepreneurial approach. They want The person in charge of GLH is Mike Denoma, who is the chief executive who joined the company in 2012. He has numerous other members of the management team around him. See appendix 1 As is the case with any company that has a parent company, Thistle Hotels decisions are made by GLH Hotels. As a whole GLH are trying to give the responsibility of running each hotel back to the General Management teams. It is up to each GM to understand they also are fully accountable for the delivery of profit or loss. GLH will...
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