Qualified Shop Manager Minimum Standard

The responsibilities of management post must be clear, and the middle managers must have corresponding qualities.

Chinese enterprises generally do not exist in the grass-roots staff, but managers.

First of all, talk about management responsibilities. Retail stores do sales of goods, and commodity management should be placed first.

The management of supply, inventory, sales, and Mei Chen has accumulated a lot of experience in the management of commodities since the company has been in operation for many years.

Emphasis on shop management and shop assistant management.

Shop management, as the name suggests, is related to the management of logistics within the premises.

Administrative logistics management involves a wide range of work, completes logistics work within the company, and follows the corresponding system of various departments of the company, so as to maintain the normal storefront operation when the office items are purchased, maintained and maintained.

External coordination with the lessee, the relevant management departments, timely and accurate information feedback to the company, and the accuracy of the corresponding handling of emergencies.

Compared with commodity management and shop management, shop assistant management should be the most complicated and difficult management content.

Clerk management can also be called employee performance management, and its management process is divided into six parts: system formulation, training, execution, supervision, evaluation, rewards and punishments.

The management process of shop managers in middle level management centers on four aspects: training, execution, supervision and evaluation.

The formulation of the system should be based on the double standards of the industry and enterprises. The system is not a system to formulate a system, but a company's internal law, is a code of conduct.

Many enterprises make relatively vague descriptions of management details, lacking a foothold in the execution of the latter, making it difficult to operate, and eventually lead to lax law enforcement.

For example, an early meeting should be held before opening a shop everyday.

There is no difference in such a system. It should be stipulated that the morning meeting will be held 15 minutes before the official business day. The meeting will be chaired by the store manager or the head waiter. The contents of the morning meeting will be composed of staff names, important notices, cargo pfer information, system and behavior training.

The meeting time is controlled in about 10 minutes.

Training, many enterprises do not attach importance to training, in fact, management problems are in training is not in place, employees often complain that the system does not understand or unclear, because no one told him that it was wrong.

It can be seen that after the formulation of the system, there is not much training to make the system a habit, which can avoid many problems.

In foreign enterprises, employees' training is very important. For example, McDonald's has a perfect training mechanism. Every employee cherish his work and strive to do the best. This is the benefits brought by strong training.

After implementation, every employee must strictly enforce the system after receiving training, so as to ensure the normal operation of the enterprise.

Today's popular saying is executive economy. Good executive power plays an absolute role in promoting enterprise development.

Good managers in the management process should continue to implement various management systems, to the upper and lower, internal and external to achieve benign operation management.

As a middle-level manager, the store manager must have a strong supervision. Employees can not fail to work or violate the rules in the process of work. This requires the store manager to find out and make corresponding measures in time, otherwise the situation or problems will expand and harm the interests of the enterprise.

Evaluation is the key point, and it plays the role of benchmarking for overall management, that is, performance appraisal.

For storefront management, two kinds of evaluation methods in human resources can be adopted. Managers use the Balanced Scorecard and the salesperson uses KPI key performance indicators.

The successful introduction of the above two performance evaluation methods can improve the attitude of managers and ordinary employees, and play a cornerstone of lasting stability and sustainable development for enterprise management.

It is to decompose storefront management objectives into a variety of specific and mutually balanced performance evaluation index systems, and assess the implementation status of these indicators at different time intervals, so as to establish a reliable performance based management system for the completion of business objectives.

It divides the evaluation of business performance into four parts: financial aspect, customer, business process, learning and growth.

It is not only an index evaluation system, but also a strategic management system.

KPI (Key Performance Indication) is the key performance indicator. KPI method conforms to an important management principle -- "28 principles".

In the process of value creation of an enterprise, there is a rule of "20/80", that is, 20% of the key personnel create 80% of the value of the enterprise, and on every employee, the "28 principles" also apply, that is, 80% of the task is completed by 20% key behavior.

Therefore, we must grasp the 20% key behaviors and analyze and measure them, so that we can grasp the focus of performance evaluation.

Rewards and punishments, as the saying goes, "the award should be awarded to happiness, the punishment should be punished to the pain". The final result of the perfect management process is linked to rewards and punishments.

Each person's work performance will be inseparable from rewards and punishments. No reward or punishment is a big pot. Managers will have no management power. Managers without power are not managers. They are only equivalent to a supervisor. Giving the manager the right to reward and punish is a powerful complement to the whole management process.