The roles of three different people at John Lewis in the Sales Department Essay Example for Free

The roles of three different people at John Lewis in the Sales Department Essay We asked the Caroline ODonovan the Human Resources Training Manager to tell us about three different jobs in the same department. Here is the information she gave us. John Lewis is run on certain Principles that all staff have to keep to: * By a clear understanding of what the employer expect of them and what there duties are. * commutate clearly and regularly to ovoid misunderstandings. * Know they rites and responsibilities within the business this is what they are entitled to and what they must take responsibility for. Purpose The Partnerships ultimate purpose is the happiness of all its members, through their worthwhile and satisfying employment in a successful business. Because the Partnership is owned in trust for its members, they share the responsibilities of ownership as well as its rewards profit, knowledge and power. Power Power in the Partnership is shared between three governing authorities, the Central Council, the Central Board and the Chairman. Profit The Partnership aims to make sufficient profit from its trading operations to sustain its commercial vitality, to finance its continued development and to distribute a share of those profits each year to its members, and to enable it to undertake other activities consistent with its ultimate purpose. Members The Partnership aims to employ people of ability and integrity who are committed to working together and to supporting its Principles. Relationships are based on mutual respect and courtesy, with as much equality between its members as differences of responsibility permit. The Partnership aims to recognise their individual contributions and reward them fairly. Job Descriptions These are the details of what an employee is expected to do at John Lewis. People are given a job description when they apply for a job so they know what they are applying for. At John Lewis the job descriptions include: * Job Title * Who they are responsible to * Status eg, Non-management * Main purpose * Job responsibilities John Lewis do not use person specifications. These state the personal qualities and qualifications that the applicants need to do the job. John Lewis say they discuss these things but do not give them out to staff as official documents. At John Lewis jobs are split into sales or non-sales jobs. In the selling department there are actually four different levels of jobs: 1. Assistant Sales Cashier 2. Sales Cashier 3. Section Manager 4. Selling Department Manager The three jobs we are looking at are Sales Cashier, Section Manager and Selling Department Manager. As the jobs get higher up the scale there are more responsibilities to that job. 1. Job title: Sales Cashier-sports equipment department Responsible to: Department Manager Status: Non-Management I have chosen the sports equipment store to do my project on. The job description( in italics) is what has been set for the staff and the meaning next to it(non italics): * Provide courteous and informed customer service and sell the merchandise by knowing the stock and relating it to customer needs. This means that the partners in that department will have to know all of the stock what product is best for a peculiar purpose and whats the best product for the customers. (Not meaning the most expensive product). If the member of staff is slightly unsure which is the best product then he/she will get another member who would Know. * To maintain the housekeeping standards of the department by keeping the fixtures and displays clean and well stocked with a balanced assortment. This means that the partners will have to keep a regular check on the stock and make sure when one is sold the same item is replaced on the shelf. Also to check equipment is not tampered with. * To complete monetary and credit transactions within procedure outlined in Instruction for the use of Cash Registers * To maintain the housekeeping standards of the department by keeping the fixtures and displays. clean and well stocked with a balanced assortmen.t * To assist with the preparation and execution of stocktaking * * To maintain security of cash, cash registers, sales checks and stock within the department. This is to have a partner always around the tills so that nothing will happen. Be aware of shoplifters. * To observe the Partnerships written rules and regulations particularly in relation to general behaviour to colleagues, customers and others, standards of dress, security, stock handling, discount, fire and emergency procedures. * To carry out duties required regularly or occasionally, according to the circumstances and guidance of the Department Manager. * Benefits: à ¯Ã‚ ¿Ã‚ ½5 à ¯Ã‚ ¿Ã‚ ½6 per hour depending on experience 2. Job title: Section Manager Responsible to Department Manager Main Purpose To assist in the management of the department by planning, organising and supervising the activities of the team; to ensure a high standard of service is maintained at all times. 1. Plan organise and supervise the activities of the team. (a) Plan and manage office floor cover. (b) Organise priorities and allocate tasks to match resources. (c) Review task completion against task allocation. (d) Coach on work performance to Partners. (e) Plan organise and supervise exceptional events as directed e.g. Stocktaking and Clearance. 2. Ensure Partners advise and sell to customers. (a) Monitor Partners selling skills. (b) Monitor Partners produce knowledge. (c) Encourage promotion of customer services. 3. Contribute to developing and maintaining customer service. (a) Develop and maintain positive relationships with customers. (b) Investigate and deal with customer complaints. (c) Control the procedure for dealing with complaints. (d) Maintain the Partnerships trading policy. (e) Identify, suggest and implement improvements to customer service. 4. Evaluate and monitor the receipt of payments from customers for goods and services. (a) Evaluate takings practices and procedures, (b) Monitor takings practices and processes at cash point. 5. Contribute to the continuous improvement of the department (a) Identify opportunities for solving problems and improving the department. (b) Recommend improvements for the department. Contribute to the implementation of improvements to the department. 6. Present and promote stock Maintain Partnerships display and merchandise standards. Organise, monitor and evaluate promotions of stock to increase sales. (c) Organise, monitor and evaluate the display of stock. 7. Maintain the availability of stock (a) Maintain stock availability. (b) Recommend measures to improve stock availability. (c) Monitor and assess stock levels against requirements. 8. Supervise the receipt and storage of goods (a) Supervise, organise and maintain stockholding areas. (b) Monitor and maintain stock movements. 9. Create, maintain and enhance productive working relationships (a) Create and enhance productive working relationships with your team and colleagues. (b) Maintain and enhance productive working relationships with your manager. (c) Identify and minimise conflict within your team. 10. Contribute to the training and development of your team. (a) Contribute to planning the training and development of your team. (b) Contribute to the training and development of your team. (c) Contribute to the assessment of training. (d) Take responsibility for your development. 11. Contribute to a secure safe and healthy workplace. (a) Implement procedures to maintain the security of cash and stock. (b) Monitor losses and investigate identified problems. (c) Assess and control risks to health and safety. (d) Implement procedures to deal with threats to security, health and safety. 12. Promote Partnership principles and practices. (a) Provide information to Partners on councils, committees and Partnership Social activities. (b) Maintain Partnership Rules and Regulations. (c) To assist with the preparation and execution of stocktaking. (d) To observe the Partnerships written rules and regulations particularly in relation to general behaviour to colleagues, customers, and others, standards of dress, security, stock handling, discount, fire and emergency procedures. (e) To carry out duties, required regularly or occasional, according to circumstances and guidance of Department Manager. 3. Job title: Selling Department Manager Responsible to : Head of Branch Main Purpose: To optimise sales, reputation and profitability of the department and branch through the management of resources and the development of Partners, ensuring we deliver quality customer service and exploit the opportunities presented by the merchandise. This is to be achieved within the spirit, policies and written regulations of the Partnership. 1. Maximise the sales performance of the department Use space and group merchandise effectively Offer the right stock Present stock to the best effect Ticket merchandise to aid customer selection Promote merchandise Maintain a clean and tidy, well stocked department Generate commercial awareness within the team 2. Contribute to the profitability of the selling department and branch by controlling wastage and costs Minimise known and unknown wastage Minimise costs to the department and branch 3. Maintain and improve customer service Evaluate performance against agreed standards of customer service Identify, agree and implement improvements to standards of customer service Manage and evaluate customer complaints and take steps to minimise them 4.Control the Stock Management System Monitor stock control information to ensure stock levels meet expected sales Establish and maintain the correct balance of stock assortment with buyers Evaluate the effectiveness of arrangements for receiving, marking off and distributing stock for the department Organise the stocktaking operation Monitor and control staffing resources within an agreed budget Plan and agree staff estimate and pay review Contribute to the selection of new recruits Monitor and control the department staff costs within estimate Encourage and maintain a learning and development culture for self, team and individuals to improve personal performance and achieve business objectives Take responsibility for own development and learning Develop section manager Develop the team Manage the development of individuals Support off the job learning opportunities to ensure Partners needs are identified and met Create, maintain and develop effective working relationships Establish and maintain trust and support of Parnters Establish and maintain positive relationship with branch and central management colleagues Identify and manage conflict Implement disciplinary and grievance procedures Provide support and guidance to deal with unacceptable performance Manage continuous improvement in the department Encourage Partners to contribute to the continuous improvement of the department. Visualise change Use stock control systems to develop our business Match stock to customer profiles Create administration systems to develop our business Raise Partners awareness of commercial developments Identify and manage proposals to improve the department Maintain the security, health and safety of the working environment Control and monitor all aspects of security for cash, stocks and Partners Organise, monitor and update Risk Assessment in the department Minimise risks to health and safety of Partners and customers Maintain and promote an interest in partnership principles and practices Encourage Partners to demonstrate a sense of responsibility as members of a democratically owned business Generate and sustain teams interest in, and knowledge of Partnership matters Maintain all Partnership Rules and Regulations and ensure individuals in team do likewise

The Never Ending Israel-Palestine Peace Talks Essay -- International C

The news of people dying and suffering, killings of women and children, and bombings by terrorists and militaries, has undoubtedly grabbed the world’s attention towards the Israel-Palestine conflict. While Palestinian children scream for their dead parents, the world’s leaders and academics initiated a frantic debate, trying hard to point out the real cause and viable solutions for the current situation. This has led to many peace initiatives by the international community that were unfortunately a devastating failure. This deadlock had left leaders and supporters of both sides blaming each other for their stubbornness, in some cases elevating the unrest in Israel and Palestine (Reynolds). In this difficult condition, it is hard for us to determine what actually caused the failure of the peace talks without being biased towards one side. Therefore, my goal in this essay is to examine the cause of the peace talks’ failure objectively by observing the history of pa st peace talks, the reasons for disagreement that are given by Palestine and Israel and the key issues discussed in peace talks. Finally, I will conclude my research by developing my stand on the causes based on the research I have conducted. Before we move on to discussing the cause of peace talks’ failures, it is crucial that we understand the peace initiatives that had occurred between Israel and Palestine. The starting point for the peace talks was UN’s Security Council Resolution 1967 which occurred after the 1967 war (Reynolds). This resolution stressed on â€Å"withdrawal of Israel armed forces from territories occupied in the recent conflict† and â€Å". . . respect for and acknowledgment . . . of every State in the area and their right to live in peace within secure and re... ...tinue the Peace Process?: No, It's Heading for Disaster." Middle East Quarterly September 1995: 23-28. Reynolds, Paul. History of Mid-East peace talks. 27 August 2010. 1 April 2012 . Saad, Lynda and Steve Crabtree. Opinion Briefing: Israeli-Palestinian Conflict. 30 March 2012. 2 April 2012 . Sabbagh, Karl. Palestine History of a Lost Nation. New Yourk: Grove Press, 2006. The Telegraph. "Middle East peace talks: key issues between Israel and Palestinians." The Telegraph 14 September 2010. Tibi, Ahmad. Pressing Netanyahu is the key to success in Mideast peace talks. 3 September 2010. 1 April 2012 . United Nations Security Council. Resolution 242 (1967). Official Record. New York: United Nations, 1967. —. Resolution 252 (1968). Official Record. New York: United Nations, 1968. The Never Ending Israel-Palestine Peace Talks Essay -- International C The news of people dying and suffering, killings of women and children, and bombings by terrorists and militaries, has undoubtedly grabbed the world’s attention towards the Israel-Palestine conflict. While Palestinian children scream for their dead parents, the world’s leaders and academics initiated a frantic debate, trying hard to point out the real cause and viable solutions for the current situation. This has led to many peace initiatives by the international community that were unfortunately a devastating failure. This deadlock had left leaders and supporters of both sides blaming each other for their stubbornness, in some cases elevating the unrest in Israel and Palestine (Reynolds). In this difficult condition, it is hard for us to determine what actually caused the failure of the peace talks without being biased towards one side. Therefore, my goal in this essay is to examine the cause of the peace talks’ failure objectively by observing the history of pa st peace talks, the reasons for disagreement that are given by Palestine and Israel and the key issues discussed in peace talks. Finally, I will conclude my research by developing my stand on the causes based on the research I have conducted. Before we move on to discussing the cause of peace talks’ failures, it is crucial that we understand the peace initiatives that had occurred between Israel and Palestine. The starting point for the peace talks was UN’s Security Council Resolution 1967 which occurred after the 1967 war (Reynolds). This resolution stressed on â€Å"withdrawal of Israel armed forces from territories occupied in the recent conflict† and â€Å". . . respect for and acknowledgment . . . of every State in the area and their right to live in peace within secure and re... ...tinue the Peace Process?: No, It's Heading for Disaster." Middle East Quarterly September 1995: 23-28. Reynolds, Paul. History of Mid-East peace talks. 27 August 2010. 1 April 2012 . Saad, Lynda and Steve Crabtree. Opinion Briefing: Israeli-Palestinian Conflict. 30 March 2012. 2 April 2012 . Sabbagh, Karl. Palestine History of a Lost Nation. New Yourk: Grove Press, 2006. The Telegraph. "Middle East peace talks: key issues between Israel and Palestinians." The Telegraph 14 September 2010. Tibi, Ahmad. Pressing Netanyahu is the key to success in Mideast peace talks. 3 September 2010. 1 April 2012 . United Nations Security Council. Resolution 242 (1967). Official Record. New York: United Nations, 1967. —. Resolution 252 (1968). Official Record. New York: United Nations, 1968.

Tourism in Rotorua, New Zealand

I have chosen Rotorua because I think it is a very interesting and important place to New Zealand as a tourist destination and has many distinctive characteristics which include physical characteristics, beliefs, attitudes and what to do in Rotorua. These characteristics are represented in my initial thoughts which are geothermal activity, culture and attractions. I am Rotorua and I am one of New Zealand’s prime tourist destinations. I have many highlights that encourage tourists to come and visit me as a destination. Whether seeking to experience Maori culture, geothermal earth forces, spa rejuvenation, thrills and adventure, or any of the other natural assets such as 16 lakes, some of the world's best mountain biking trails, fantastic trout fishing and myriad forest walking tracks† (Kia Ora welcome to Rotorua, home of the world's highest rafted waterfall, n. d. ). I deliver it all! All of these fun filled and relaxing activities make me a unique destination. I represen t authenticity, energy, fun, culture and learning opportunities. I am home to natural energetic geothermal activity and this is my primary attraction. I have a distinctive smell of sulphur that lets my tourists know they have entered my exquisite boundaries. My key geothermal areas include spectacular geysers, remarkable mud pools and calming thermal pools that have attracted visitors to my region since the 1800’s (Houghton & Scott, 2000). You can experience my relaxing Wai Ora Spa which is the only mud bath complex with therapeutic water and geothermal mud in New Zealand. I have a striking natural landscape that attracts visitors, and it never disappoints. I have a lot of evidence that supports me being a vigorous volcanic region including hissing steam that comes from my roadside vents (Houghton & Scott, 2000). At my many thermal parks I have silica terraces and fumaroles that display striking colours such as red, pink, orange and green (Houghton & Scott, 2000). Some of my breath-taking thermal parks include Te Puia, Wai-o-tapu and Waimangu. Te Puia is known for the famous stunning Pohutu Geyser which erupts up to 20 times a day and reaches heights of over 30m. (Te Whakarewarewa Thermal Valley , n. . ). Wai-o-tapu is a distinctive volcanic area which has a natural bush setting. At Wai-o-tapu the Lady Knox geyser erupts at 10. 15am everyday with heights that reach up to 20metres (Lady Knox Geyser, 2010). The dynamic Waimangu Volcanic Valley has the world’s largest hot water spring and also has the inferno crater which has magical geyser action (Waimangu Volcanic Valley, n. d. ). Many of my tourists that visit Waimangu enjoy walk ing through the peaceful forest passing by mud pools, hot streams and looking down into geothermal craters. My geothermal activity is very important to my destination as it offers authenticity. I am also the homeland of the unique Maori culture that encompasses warmth, spirit and history. â€Å"As wealth and education attainment increase, culture becomes more important as a destination driver† (Yeoman, 2008). This is very important to me as culture is offers a lot to my destination. I comprise many wholesome opportunities to come face to face with Maori culture found in energizing performances and displays and by meeting my people from the Te Arawa tribe. The Te Arawa tribe has now lived on my land for over 600 years. Magical tribal stories relate to their settlement and the developments of their tribe. These are woven into poi, song and haka which are featured in cultural performances. The Te Arawa tribe have guided my visitors as far back as the 19th century when people used to come and visit the historic and unique pink and white terraces at Lake Rotomahana. These were known as the eighth wonder of the world because of the beauty of the natural sinter formations. The pink and white terraces were destroyed in the Mount Tarawera eruption in 1886 that killed 150 people (Mount Tarawera Explodes, 2009). Since the 1930’s the site has been excavated and now thousands of my tourists come and visit my momentous buried village. There are also many night time activities I offer to my tourists that can further their understanding and knowledge of Maori culture. Some of these include the welcoming Matariki, gracious Tamaki Tours and the impressive Te Puia. I also have a thriving arts and craft cultural community. Traditional Maori carving and weaving can be found throughout my gardens and public and private buildings. I also have a community of artists, craftspeople, performers and musicians. My major annual festival and art events include Opera in the Pa, Te Ihi Te Wehi that is a performing arts festival and the Magna Short Film Festivals that include drama and film exhibitions. (What’s On, 2006) These are just many of the breathtaking cultural experiences I can offer tourists as a destination. A key trend in my destination is the development and presentation of the Maori culture and its relevance to my country as a whole. The cultural capital of a destination is how consumers talk about a place (Yeoman, 2008). This is why many people are now coming to my destination as they want to extend their knowledge on Maori culture as it is very important and authentic to New Zealand as a country. My secondary attraction’s includes many fun filled activities. I offer a large range that suits many people from all over the world who seek different experiences. My largest secondary attraction is the Agrodome. It is a world famous and world-class agricultural theme park. Here you can take part in a number of activities such as the sheep show, aqua jetting, farm tours, the swoop, zorb, and various other activities. The sheep show attracts a large number of Asian tourists who enjoy a memorable authentic experience learning about farms and New Zealand history (Agroadventures, 2006). The zorb, swoop and aqua jet attracts those wanting thrill seeking experiences. This is key trend and it emphasizes how diverse my destination is by providing many different opportunities to partake in many unique experiences in one destination. Another one of my very popular attractions is the enjoyable skyline skyrides situated on Mt Ngongotaha. Here you can take in my magnificent views while enjoying a ride on a gondola, go on the luge, try the skyswing or simply dine at the Cableway Restaurant. Skyline skyrides is an amazing attraction that everybody enjoys and it showcases the beauty of my natural landscape. This is a key trend as my natural landscape and its beauty and uniqueness are present throughout my destination. For those who love the outdoors and nature I have two very popular wildlife parks, Paradise Valley Springs and Rainbow Springs Wildlife Park. At Paradise Valley Springs you can relax and take in the fresh air as you stroll through the park. I have various animals that my visitors can get close to including lions, deer, angora goats, donkeys and emus (Welcome to paradise, n. d). Also here at Paradise Valley Springs I have a freshwater spring called Te Waireks, also known as sweet water. You can drink this pure water straight and it is very cleansing. As a destination I believe I am very interesting, diverse and unique and have many characteristics that are appealing. These include both physical and cultural characteristics that offer a wide range of variety that suits everybody. I believe that I don’t disappoint and everybody should come and visit me. I am a very captivating destination that offers authenticity and beauty, while providing many different cultural and learning opportunities to my trusty visitors. I have chosen the logo, â€Å"Rotorua, I offer it all!!! †Ã¢â‚¬ . I have chosen this slogan because I think it is important to tourism branding as it shows how diverse Rotorua is and how many different experiences it offers.

In This Essay I Will Compare A Few Of The Major Points

In this essay I will compare a few of the major points in Christian theology from church fathers from before the Reformation, Pierre Abelard, St. Francis of Assisi, Augustine of Hippo, and Pelagius, with those of modern Christian theologian Dietrich Bonhoeffer . This essay will discuss the thought before and after the Reformation on how and why people sin. Next, it will discuss idea of free will and how the church fathers and philosophers agree or disagree on the topic. Lastly, I will compare the notion of unification of religion before the Reformation with the disconnection from religion that Bonhoeffer proposes with his theory of â€Å"religionless Christianity.† These points include a combination of topics including grace, intention, and†¦show more content†¦Once that was mostly established, many, like Pierre Abelard went on to think about how or why people sin. Do people sin by choice or are people completely helpless when it comes to resisting temptation. Abela rd thought believed that sin is subjective. Sin is inside us all and, and although we choose to give into sinful desires, it is through divine grace that we seek out the love of Jesus. It is not the sin itself but the intention in the heart of the person committing an act that could be considered sin under certain circumstances. If a person kills another person, it is not the act of killing that is a sin but the intent behind the killing. If the killing was an accident or self-defense it is different from maliciously committing murder, or intending to kill another person. St. Francis of Assisi would say that sin is objective: the act of sin without knowingly or deliberately committing the sin. Intention has no part in whether or not an act is considered. Sin is sin regardless of intent. With the legacy of St. Francis’ ministry, the order called â€Å"The friars†, it seems that St. Francis was more concerned with good works as a means of salvation. However, works would mean nothing if there was not good intent behind them. Dietrich Bonhoeffer believes we are not judged by our works, but are saved by grace. A person must first be called to a life of Christ. This call is His grace. Reject the callShow MoreRelatedWriting and Compare-and-contrast Essays1384 Words   |  5 Pagesï » ¿Compare and Contrast This type of writing assignment is common. On a standardized test, you may be asked to analyze literature, evaluate ideas, or make a judgment and explain your reasons. In responding to these types of prompts, you often will compare and contrast characters, concepts, or choices. You will be asked to identify similarities and differences, which are the key to compare-and-contrast essays. There are ways to organize your thoughts about compare-and-contrast topics, which willRead MoreCompare and Contrast Essay Good Boss Bad Boss1525 Words   |  7 Pagestheir job and goes above and beyond to succeed their company and themselves as well. 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