1. “Take time to appreciate employees and they will reciprocate in a thousand ways.” Bob Nelson quotes

2.  GAME  DIVIDE THE CLASS INTO 3 GROUPS

3. GALING KAY JINNIE

4. AWITAN, NADINE RUTH F.

5.  HRM plays a very crucial part in retail because it performs critical business functions.

6.  Retailers rely on PEOPLE to perform basic retailing activities

7. Financial Performance Problems Low Profits High Costs Employee Response Decrease Motivation and Effort poor Customer Service Lower Job Satisfaction Greater Turnover Retailer’s Response Layoffs Freeze on Hiring and Promotions Reduces Training Salary Freeze Greater use of part time employees and more outsourcing

8.  POLICIES & SIPERVISION  INCENTIVES  ORGANIZATIONAL CULTURE  BUILDING EMPLOYEE COMMITMENT  DEVELOPING SKILLS  CREATING A PARTNERING RELATIONSHIP WITH EMPLOYEE  MANAGING DIVERSITY

10. DUMARAOS, ALTHEA VERA MARISSE S.

11. ETTPL

12.  Identifies the activities to be performed by specific employees  Determines the lines of authority and responsibility in the firm  The first step in developing an organization structure is to determine the tasks to be performed

13.  Strategic management  Administrative management (operations)  Merchandise management  Store management

14.  Develop a retail strategy  Identify the target market  Determine the retail format  Design organizational structure  Select locations

15.  Buy merchandise  Control merchandise inventory  Price merchandise

16. Recruit, hire, train store personnel Plan work schedules Evaluate performance of store personnel Maintain store facilities Locate and display merchandise Sell merchandise to customers Repair and alter merchandise Provide services such as gift wrapping and delivery Handle customer complaints Take physical inventories Prevent inventory shrinkage

17.  Promote the firm, its merchandise and services  Manage human resources  Distribute merchandise  Establish financial control

18.  Specialization  Responsibility and authority  Reporting relationships

20.  Retail organization structures differ according to the type of retailer and the size of the firm.  For instance, a retailer with a single store will have an organization structure quite different from a national chain.

21. Owner – managers of a single store may be the entire organization. As sales controlling employee activities is easier in a store than in a large chain of stores. The owner – manager simply assigns tasks to each employee and watches to see that these tasks are performed properly. Since the number of employee is limited, single – store retailers have little specialization. Each employee must perform a wide range of activities and the owner – manager is responsible for all management tasks. When sales increase, specialization in management may occur when the owner – manager hires management employees.

22. Common division of management into merchandise and store management : The owner – manager continues to perform strategic management tasks. The store manager also may be responsible for administrative tasks associated with receiving and shipping merchandising and managing employees. The merchandise manager or buyer may handle the advertising and promotion tasks as well as the merchandise tasks. Often the owner – manager contracts with an accounting firm to perform financial control tasks for a fee.

23. In contrast to the management of a single store, retail chain management is complex. Most managers and employees in the stores division work in stores located throughout the geographic region. Merchandising, planning, marketing, finance, visual merchandising and human resource managers and employees work at corporate headquarters.

24. MERCHANDISE DIVISION Responsible for procuring the merchandise sold in stores and ensuring that the quality, fashionability, assortment and pricing of merchandise. STORES DIVISION Responsible for the group of activities undertaken in stores. Each vice president is in charge a set of stores. General Manager – the store manager who is responsible for activities performed in each store. Assistant Store Manager for Operations – responsible for store maintenance; store security; some customer service; the receiving, shipping and storage areas of the store and leased areas including the restaurant and hair styling salon

25.  The primary difference between the organization structure of a department store and other retail formats is the numbers of people and management levels in the merchandising and store management areas.

26. MEDINA, JINNIE M.

28. – is the degree to which authority for retailing decisions is delegated to corporate managers rather than to geographically dispersed regional, district, and store managers.

29. Retailers reduced costs when decision making is centralized in corporate management. FIRST, overhead falls because fewer managers are required to make the merchandise, human resource, marketing, and financial decisions.

30. SECOND, by coordinating its efforts across geographically dispersed stores, the company achieves lower prices from suppliers. FINALLY, centralization provides an opportunity to have the best people make decisions for the entire corporation

32. 1. Improving Communications 2. Making store visits 3. Assigning employees to coordinating roles 4. Decentralizing the buying decision

33. CENTRALIZATION  Retailers are using sophisticated information systems to make more decisions at corporate headquarters rather than by division staffs or store managers.

34. Flattening the Organization  means reducing the number of management levels Outsourcing  is purchasing from suppliers services that previously had been performed by company employees. Using the Internet

36.  To deal with peak periods and long hours, retailers have to complement their one or two shifts of full-time store employees with part- time workers  part-time workers are difficult to manage

37.  Retailers must control expenses and thus are cautious about paying high wages to hourly employees who perform low-skill jobs.  They hire people with little or no experience to work.

38.  The lack of experience and motivation among many retail employees is particularly troublesome because these employees are often in direct contact with customers.

39.  The changing demographic will result in a chronic shortage of qualified sales associates.  Employing more minorities, handicapped people and the elderly.

40.  The work values 23-32 years old Generation Xers is quite different than those of their baby boomers supervisors.

41. ARE YOU EFFECTIVELY