The automotive dealership General Manager ensures the profitability of the dealership by overseeing the various departments which include variable operations (sales & financing), fixed operations (service & parts), and the business office (accounting & administration). Duties of the general manager include, but certainly not limited to, planning, motivating and coordinating the dealership’s management through leadership and solid business practices.
Job Duties Job duties for a general manger include: Hiring all management positions, completing performance evaluations regularly and eveloping short and long-term goals for each department manager (includes administrative, sales, parts, collision and service departments). Planning and developing short and long-term goals and objectives annually, and submitting time projections to corporate management for approval. Effectively communicating with the comptroller/office manager on a weekly basis to review departmental forecasts and ensure consistency with annual projections.
Paying close attention to daily operations, recommending and creating improved courses of action where necessary. Explaining the policies and procedures of the dealership to all employees nd following up with employees to ensure that these issues are understood and followed. Providing dealership management with weekly reports on the financial condition of the dealership. Overseeing the monthly financial statement to ensure it is complete, accurate and submitted on time to the management/dealership owners. Coordinating with the business/administrative office to ensure that records and analyses are correctly maintained.
Creating a good working relationship with lending institutions and manufacturer personnel and maintaining these relationships. Coordinating regular meetings with the managers of each department to ensure heir profitability and efficiency. Overseeing the hiring and training of all department managers. Maintaining an enthusiastic attitude to build positive employee attitudes and morale. Overseeing and maintaining compensation plans for all employees. Creating cost-effective advertising programs and merchandising strategies for the dealership.
Focusing on any customer complaints that department managers are unable to rectify and taking the necessary steps to resolve these complaints. Job Requirements General managers should have at least two years of dealership sales and five years in a supervisory position. Experience in other dealership departments is a plus. They must have strong leadership and organizational skills, and the ability to understand profit and loss statements and manage a large, diverse staff. General managers also must possess strong communication skills to deal with customers, employees and vendors.
Managers are required to stay abreast of the federal, state, and local regulations attecting their operations and comply witn them, including hazardous waste disposal and OSHA Right-to-Know regulations. Also they must provide the necessary training on regulations and ethical practices. AUTOMOTIVE SERVICE MANAGER SUMMARY Directs and coordinates activities concerned with acquisition of automotive equipment and operation and maintenance of automotive fleet repair and storage facilities by performing the following duties personally or through subordinate supervisors.
ESSENTIAL DUTIES AND RESPONSIBILITIES include the following. other duties may be assigned. Coordinates activities of personnel conducting research and testing program on automotive equipment considered for acquisition based on such factors as operational performance, costs of operation and maintenance, operational safety, and compliance with environmental laws and regulations. Reviews and submits staff proposals for modifications to vendor or manufacturer.
Directs procurement of all types of company owned and operated automotive equipment and materials, supplies, and parts required to maintain automotive equipment, garages, and storage facilities. Coordinates automotive repair and maintenance services to obtain maximum utilization of automotive equipment and prevent operational delays in other departments. SUPERVISORY RESPONSIBILITIES Manages total of 7 employees in the Automotive Department. Carries out supervisory responsibilities in accordance with the organization’s policies and applicable laws.
Responsibilities include interviewing, hiring, and training employees; planning, assigning, and directing work; appraising performance; rewarding and disciplining employees; addressing complaints and resolving problems. QUALIFICATIONS To perform this Job successfully, an individual must be able to perform each essential duty satisfactorily. The requirements listed below are representative of the knowledge, skill, and/or ability required. Reasonable accommodations may be made to enable individuals with disabilities to perform the essential functions.
LANGUAGE SKILLS Ability to read and interpret documents such as safety rules, operating and aintenance instructions, and procedure manuals. Ability to write routine reports and correspondence. Ability to speak effectively before groups of customers or employees of organization. MATHEMATICAL SKILLS Ability to calculate fgures and amounts such as discounts, interest, commissions, proportions, percentages, area, circumference, and volume. Ability to apply concepts of basic algebra and geometry.
REASONING ABILITY Ability to solve practical problems and deal with a variety of concrete variables in situations where only limited standardization exists. Ability to interpret a variety of nstructions furnished in written, oral, diagram, or schedule form. PHYSICAL DEMANDS While performing the duties of this Job the employee is regularly required to stand; walk; use hands to finger, handle, or feel; reach with hands and arms and talk or hear. The employee is occasionally required to sit; climb or balance and stoop, kneel, crouch, or crawl.
The employee is regularly required to lift up to 10 pounds and up to 25 pounds. The employee is frequently required to lift up to 50 pounds. The employee is occasionally required to litt up to 00 pounds. The vision requirements include: close vision. While performing the duties of this Job, the employee is regularly required to talk or hear. The employee frequently is required to walk and sit. The employee is occasionally required to stand; use hands to finger, handle, or feel; and reach with hands and arms.
WORK ENVIRONMENT While performing the duties of this Job the employee is regularly exposed to moving mechanical parts and fumes or airborne particles. The employee is frequently exposed to outside weather conditions. The employee is occasionally exposed to high, precarious places; toxic or caustic chemicals and risk of electrical shock. Finance Manager Sells new and used car buyers financing and insurance programs. managers also work with financial lenders to give fair interest rates to buyers and programs. As with all positions within dealerships, managers are expected to uphold the highest ethical standards.
Job Duties Offering vehicle financing and insurance to customers and providing them with a thorough explanation of aftermarket products and extended warranties and a complete explanation of manufacturer and dealership service procedures and policies. Seeking new lending institutions and maintaining good working elationships to secure competitive interest rates and financing programs. Processing financing and leasing deals accurately and securing approval through financial sources to secure approval and through the proper federal, state and corporate channels.
Understanding and complying with federal, state and local regulations that affect the new and used-vehicle and finance departments. Creating and maintaining a program with the sales department that will ensure all new sales are referred to the department. Training and providing the sales team with information on finance and lease programs and the benefits of the dealership’s financing and xtended service programs. Job Requirements It is recommended that the finance and insurance manager is recommended has two years of automotive sales experience and one year in a dealership management position.
Managerial positions are required to maintain the profitability of their department while controlling expenses and maintaining customer satisfaction. Managers are required to not only understand and keep abreast of the federal, state, and local regulations that affect their operations. F ; I personnel require strong communication skills in order to work with customers, employees and finance and nsurance vendors as they represent the dealership. People working within the automotive retail industry often have to work extended hours, evenings and weekends to achieve their goals.
HUMAN RESOURCES Job description Human resource (HR) managers are involved with recruitment, training, career development, compensation and benefits, employee relations, industrial relations, employment law, compliance, disciplinary and grievance issues, redundancies etc. The Job involves keeping up to date with areas such as employment law, which change often. Generalist HR roles are usually found in small and medium sized ompanies, where the HR manager will deal with the whole range of HR activities. In large multinationals you will otten tind specialists, tor example in learning and development, recruitment or employee relations.
Work activities Developing HR planning strategies with line managers by considering immediate and long-term staff requirements Recruiting staff by preparing Job descriptions and Job adverts; deciding on how best to advertise Shortlisting applicants for interview using a variety of selection techniques including psychometric testing Interviewing shortlisted candidates Advising on pay and other issues, including promotion and enefits; administer payroll and maintain staff records Interpreting and advising on employment legislation; develop and implement policies on a variety of workplace issues eg disciplinary procedures, absence management, working conditions, performance management and equal opportunities Listening to grievances and implementing disciplinary procedures
Analysing training needs in conjunction with line managers; planning and delivering training, including staff inductions. Functional Organizations and Product Organization Functional Organizations This is the traditional type of organization. Under functional departments, employees ith closely related skills and responsibilities (functions) are located in the same department. Workers in each of these functions specialized in their tasks and knowledge. For example, senior management set rules and procedures as how to transfer the sales orders into the production schedule, how the customer service deal with complaints and warranty issues. They also have large input in the production process. The main advantage of functional organization is efficiency.
It works best in small to medium-sized firms that offer relatively few product lines or services. Example of this functional organization will be for a company that anufactured outdoor BBQ stoves. The Sales people get the orders from the customers; the orders are transfer to the production department for production. Products are made and shipping department ships them to customers. Each department is rated by their department performance. Quality department could delay shipment if they feel the product is not meeting specification, affecting Sales target and their commission. Product Organizations Product organizations are formed based on a particular product, or service. Each of these departments can operate fairly autonomously.
A key advantage is better oordination and fewer barriers to communication among the functional specialists who work on a particular product. , Therefore, able to response to customers in a timely way. On the other hand, the disadvantage is that product-oriented departments might actually work at cross purposes. For Example, Toyota has a luxury nigh end line ot automobiles called Lexus in addition to their Toyota Brand . Dealer either sells Toyota or Lexus but not both. Each dealer has the same Sales and Service department. The logic behind this split is Toyota management believe the customers who buy the Lexus brand are more affluent and demand higher

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