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3DED72C1-0944-4505-97B4-08AD5BA943EF:Park Place Motorcars Dallas Powerpoint
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Transcript of 3DED72C1-0944-4505-97B4-08AD5BA943EF:Park Place Motorcars Dallas Powerpoint
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Park Place Mercedes-Benz Dallas Dealership
Organizational strengths, weakness, and recommendations report
Consulting by Javier Mendez, Jeffery Pickens, Jenny Qin,
Ladonna Haning, Tammy Nguyen, and Venessa King
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Park Place Motorcars Service
“Park Place not only excels in selling the world’s finest cars, but also in keeping them in perfect running order.
“- Park Place Commitment
"It is our mission to provide an extraordinary automotive purchase and ownership experience."
- Park Place Mission Statement
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Overview Dallas Mercedes Benz representative since 1987. Relocated to state of the art sales and service facility
at Lemmon Ave & Hagar Way in 2005. Service facility for Mercedes Benz, Smart cars, &
Sprinter utility vans. Over 75 onsite service technicians. Only Mercedes Benz representative in the US that also
has an in house collision repair shop.
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Recognition Recipients of multiple Mercedes-Benz “Best of the Best”
awards. This prestigious award honors the top 20 percent of 345 Mercedes-Benz dealers nationwide for outstanding sales, service and customer satisfaction.
Park Place Motorcars has been named one of America’s Top Workplaces by Workplace Dynamics. Park Place was ranked #4 nationwide among 872 organizations with more than 1,000 employees that participated in regional top workplaces programs.
The Top Workplaces program accurately reflects the opinions of employees through measurement of engagement, organizational health and employee satisfaction.
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Organizational Behavior Assessments Organizational Structure LeadershipLearning & Decision Making Job SatisfactionMotivationJob Performance/Organizational Commitment
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Organizational StructureTall, decentralized organizational structureBureaucratic structure with functional formWork specialization by position
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Organizational Structure - Management
Service Director
Cam Mayfield
Service Managers
(4)
Shop ManagerMike XXXX
Shop Foreman (2)
Assistant Service
Managers (21)
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Shop Organizational Structure
Shop Manager
Shop Foreman
Team Lead
Team 1 Technicians
(6-8)
Team Lead
Team 2 Technicians
(6-8)
Team Lead
Team 3 Technicians
(6-8)
Shop Foreman
Team Lead
Team 4 Technicians
(6-8)
Team Lead
Team 5 Technicians
(6-8)
Team Lead
Team 6 Technicians
(6-8)
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LeadershipManagement & Team Leads: Legitimate and reward power
coupled with expert and referent powerTechs & ASMs: Expert powerManagement:
Discretion – Authorize $3,000 policy a dayCentrality – Involved in the day-to-day process and
authorization of policyConsultation – Advisors suggest solutions for customer issuesCollaboration - Techs share expert knowledge to fix difficult
repairsConflict resolution – Team leads hold daily meetings with
techs
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Transformational Leadership
Idealized Influence:Staff respects the managementStaff trusts the management
Individualized Consideration:Career development is a major focusEmployee needs are fulfilled
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Learning Universal Technical Institute - recruitmentOn the job training / Observation & Knowledge
transferPark Place University
Foundation training / Orientation“Experts in Excellence”
Mercedes elearning – CustomerOneMercedes training - ChicagoManager in Training programLeadership training
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Reinforcement
Positive ReinforcementRecognition on production boardRewards
Top 10 - taken out for nice lunch monthlyPunishment
Staff meeting agenda item (car wreck) Suspension Termination
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Decision MakingAdvisors are the front line to
customersDecision making needs to be quickCrisis SituationsAdvisors are given a goodwill / policy
dollar limit for minor issuesGoodwill / policy dollar decisions are
trackedMore tacit knowledge = more
decision making power (Managers)
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Job SatisfactionSalaries
Assistant Service Manager $100K/yearTechnicians $10-$31.50/hour
Promotion—23 employees promoted in first 3 quarters of 2013
Supervision– “Open door policy”Co-Worker – Build personal relationshipWork itself— Challenging, variety of workWorking environment-- Nice and clean
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Top 100 places to work
“Park Place Ranked 4th in the Workforce Dynamics National Top Workplace”
“Park Place Named to the Dallas Morning News Top 100 Places to Work”
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Motivation
PromotionRecognitionBenefits/VacationsLeadershipEmployee SurveySaturday lunch
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Stressors
Reproducing malfunction50 hour weekAdvisors CSILosing clientManagement monthly goal
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Job PerformanceEnvironment
Workspace: Own personal bay Equipment: State of the ark tools
Task PerformanceRoutine: Same issues ; same solutions Adaptive: Customization request,
unpredictable repairs Counterproductive Behaviors: are little or
nonexistent Job Analysis
Employee surveysPerformance goal spreadsheets
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Organizational CommitmentAffective commitment
Second family environment Continuance commitment
Promotion opportunities frequently available Normative commitment
Extensive 1 year training Amazing Turnover
Mindset: “this is a career not a job”Erosion model
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Recommendations Increase cashiers & loan car consultants Revision of pay plan correspondence with CSIMottos prints to be relocated Suggestion box implemented Safety updateVacation Extension