PART A
Job Description
Job Title: Bakery Shop Manager
Job Summary
The job provides leadership in the shop by directing and managing all the activities of his/her associates, including their in store training. The job allows the manager to order all products and supplies for the shop/bakery. He/she also schedules and gives discipline to associates or subordinates, identifies the amount or extent of production, and employs merchandising programs to grow the business while satisfying the requirements of customers and maximising store profits.
Job Duties
Roles and Responsibilities
Job Qualifications
Job Specification
Degree of Education and Extent of Experience
High school education or equivalent is required. A minimum of 3 years experiences in Bakery Management and at least 2 years experience in a store setting is another point of qualification. He or she must be familiar and knowledgeable with all aspects of bakery management. Minimum knowledge and experience in bakery and frying preferred. Associate degree in a business related field also helpful and relevant.
Specific Skills Required
Technical and managerial skills needed in bakery industry, including the ability and the creativity to decorate cakes, breads and other pastries. Good leadership skills are needed, with a friendly and outgoing attitude and disposition. Strong verbal skills for dealing with customers and subordinates are also needed. The ability to read and understand profit and loss statements and to interpret various reports is required. Some knowledge of the use of computers is also needed.
Working Conditions
The job entails work in an enclosed production area and work in sales areas of the shop. He/she may experience some slight discomfort due to heat, noise, cold, and other factors. Working in a freezer is also required. Standing for long hours may also be experienced. Frequent conversation and interaction with customers and subordinates is done on a daily basis.
Appendices
Organisational Analysis
History of the Organisation:
Brumby’s Bakeries Limited is one of Australia’s largest and most successful bread retailer and franchise group. Brumby’s first store was known as “Old Style Bread Centre”, it was opened in the Victorian suburb of Ashburton in 1975. Over the next years the “Old Style Bread Centre” was introduced and expanded in Queensland. In the ‘80s it was believe that the brand needed a more Australian name so they decided to call it Brumby’s. It was in the early ’90s a franchise group was put together to buy Brumby’s. Since then the shareholders have seen the franchise chain grow from 51 stores to over 300 throughout Australia and New Zealand.
Structure of the Organisation:
Brumby’s has a mechanistic structure which is a traditional design as shown in the figure below, this is very common in large organisations, because Brumby’s is a mechanistic organisation it is somewhat rigid meaning they consist of very clear delineated jobs and have a well- defined hierarchical structure.
Brumby’s is a bureaucratic organisation which means they concentrate on formalisation. Bureaucracy is all about organising, goal- directed hierarchy, decision making and subdivision into managerial position and specialisation. Bureaucratic organisations consist of tall hierarchies. In tall structural hierarchy people become relatively confined to their own area of specialisation. The following figure shows Brumby’s tall authority hierarchy:
Figure showing the structure at Brumby’s
Culture of the Organisation:
The work environment in Brumby’s is friendly and flexible they always care for the well being of their employees and they make sure the customers are always satisfies they always try to create new types of pastries which will attract people to buy stuff form them. Each year Brumby’s will make available in excess of million worth of its quality products to charity, community groups and the less fortunate.
Management and Human Resources of the Organisation:
Brumby’s has a soft developmental humanist approach, in a soft approach effective HRM is seen necessarily to involve a focus upon fostering employees’ motivation, commitment and development. Brumby’s acknowledges the importance of HRM to the aims of the business, while at the same time they are reflecting attempts by management to create a work environment that emphasis employee development, through training.
Corporate Governance:
Brumby’s maintains a Corporate Governance Board and Committee in fulfilling its corporate governance responsibilities. Included in such responsibilities are monitoring and reviewing the integrity and reliability of financial statements, internal financial controls, the independence, objectivity, and effectiveness of the external audit function, the adequacy of practices and procedures in relation to compliance with applicable laws and actual compliance with such laws, and the corporate policies for determining and managing relevant risks associated with the business. It also includes making recommendations to the Board in terms of appointment of the auditors, and approving the remuneration and terms of their agreement. Making recommendation to the Board particularly regarding compliance of the company in its financial reporting is also included.
Community Support:
Brumby’s shares its success in the community through donations to Charities and CARE Australia. Each year, it makes available million in excess of its quality products to charity, community groups, and the less fortunate. Included in such charities is CARE Australia, which is one of the largest non-religious and non-political overseas aid organisations in the world, and works with communities in over 70 countries to fight poverty. In addition, in 2006 it sponsored the Brumby’s World Hunger Education Programme, which culminated in October of 2006 to coincide with UN’s World Food Day.
Job Analysis
In order to make an appropriate and effective job analysis, a number of approaches must be taken note of, namely, a Job Focused Approach, a Person Focused Approach, and a Competence Oriented Approach. Job Focused Approaches include Functional Job Analysis, the use of a Management Position Description Questionnaire or MPDQ, the HayGuide Chart Profile, the Task Inventory, and the Worker Profiling System. Person Focused Approaches include the use of the Position Analysis Questionnaire, the Job Element Method, the Critical Incident Technique, and GOJA. Competencies Focused Approaches include the use of data collection methods, such as Job Performance, Diaries or Logs, Observations, Interviews, Structured Questionnaires, and Critical Incidents.
Functional Job Analysis or FJA is said to be a comprehensive, structured process that determines and quantifies the physical components of a particular job. It includes determining the important functions and critical demands of a particular job, identifying tools and other equipments used, taking all necessary work site measurements including forces, distances, and repetitions, and determining potential changes or modifications. The use of the process begins with a basic overview of the job in question, including all the duties and responsibilities involved in its execution, and the education and experiences required for the job. Through the FJA, several analyses are completed, commencing with an environmental and exposure analysis. In addition, an activity analysis then provides a basic description of the physical demands of a particular job, and the biomechanical analysis describes the forces, weights, distances, tools, and equipments used. Lastly, a task analysis is done in order to breakdown in detail the elements of the task cycle such as the postures, forces, frequency and the duration of important physical, mental and environmental demands. After such an extensive analysis, recommendations are provided for the modification of the job design, and engineering and administrative controls for job redesign are determined. Moreover, the FJA is done to ensure compliance of regulations, to implement return-to-work programs, for physician information, for determining issues for ergonomic interventions, for the analysis of work and development of injury prevention education initiatives, for defining factors for work site design and redesign, for the analysis of job rotation options, and for the documentation of job tasks for hiring decisions and placement, post-offer job screening, and advancement or promotion (‘Functional Job Analysis’ 2007).
For person focused approach, the GOJA is used, particularly the Full GOJA, which is very detailed and requires approximately 20 hours to complete for the average job. Its documentation procedure is a job-related job description and involves a series of steps, namely, Task/Domain Identification and Description, Task/Domain Rating, and Knowledge, Skills, Other Characteristics, and Physical Characteristics Identification. The information from the job description can be utilised in order to develop a content-valid selection procedure. The data obtained through using the Full GOJA can also be used to provide information that can be used to develop performance evaluation on subordinates, restructuring compensation decisions, identification of training needs, and the development of training initiatives or programs (Bemis et al 1983).
For the Competencies Focused Approach, the use structured questionnaires would be the most relevant. Advantages for using the structured questionnaires include the fact that its use is quicker and cheaper. It can be completed off the job, thus, avoiding lost production time. It allows an analyst to survey all job incumbents or associates, even in large numbers, thus, providing a breadth of coverage which is otherwise impossible. The use of structured questionnaires also often can be quantified and computer analysed. However, aside from advantages, disadvantages of using the approach can also be identified. Developing and accomplishing questionnaires are often time-consuming. They are expensive to develop, and standardisation of the questionnaires becomes a problem, which depends on the presence or absence of an analyst.
Job Analysis Data Collected
Job Analysis Questionnaire
Purpose and Instructions
The purpose of the job analysis questionnaire is to obtain current information about the job of the respondent based on a review of job duties and responsibilities.
The job title holder is the one who can best describe the job and what responsibilities, requirements and tasks the job entails. The questionnaire is aimed at gathering information about the job duties of the respondent.
The respondent is expected to answer the questionnaire honestly, completely and accurately. The answers must be based on what is normal to the respondent’s job.
I. Employee Data
Name:
Department: ____
Job Title:
How long have you been in your current position?_________________________
II. General Purpose of the Position
Indicate in one or two sentences the general purpose of the position. This statement should be a general summary of the responsibilities listed in the next section.
As a shop manager, I provide leadership by directing and managing all associates activities, including Brumby’s in store training, orders all products and supplies for the bakery, schedules and disciplines associates, determines production amounts, and implements merchandising initiatives to grow the business while meeting customer requirements and maximising profits. I am also responsible for making breads, cakes, and other pastries in the shop, which we sell to customers.
III. Summary of Responsibilities/ Duties
Describe specific job responsibilities/duties, listing the most important first. Use a separate statement for each responsibility. Combine minor or occasional duties in one last statement. Give a best estimate of average percentage of time each responsibility takes. Please do not include a duty that occupies 5 per cent or less of your time unless it is an important part of the job. Please make the statements brief and concise.
–EXAMPLE–
Percent (%)
of Time
Sales Manager
1.___________________
2.___________________
3.___________________
4.___________________
5.___________________
25%
25%
20%
20%
10%
100%
LIST MOST IMPORTANT DUTIES FIRST
Percent (%)
of Time
1.
Manages department inventories by tracking weekly sales reports and orders products and supplies so as to meet customer requirements, improve sales, and the company’s gross profit goals.
2.
Schedules all bakery associates following allowable hour guidelines set by director of operations, oversees and participates in ongoing training efforts in which associates are taught specialised skills developed over years, rewards and recognises associate performance and delegates work assignments so as to utilise the talents and abilities of associates while maximising productivity and profits.
3.
Develops and implements merchandising plans or follows guidelines or suggestions for merchandising plans provided by others that meet the financial objectives of the company. Keeps abreast of all weekly advertised and in store specials to ensure correct pricing and proper production amounts.
4.
Prepares, maintains and tracks all types of records concerning inventories to calculate gross monthly profits according to company guidelines. Maintains associate records and reports on all important matters including associate performance and discipline, sales, future plans, and many others.
5.
Inspects and checks product and supplies upon delivery. Enforces and follows company practices regarding receiving, dating and restocking to ensure product rotation. Monitors product quality and freshness. Ensures that out-of-code products are pulled off the shelves and reduced.
6.
Oversees the baking and general production of the company. Maintains budgeted percentages related to sales, labor controls and shrink control.
7.
Maintains effective housekeeping program. Ensures compliance with all company policies that relate to the safety of associates, cleanliness and sanitation. Maintains and ensures compliance with local, state and government weights and measures and health department regulations.
8.
Greets and takes orders from customers while maintaining a positive and friendly attitude. Identifies areas in the company where improvement in customer service is required, then makes necessary changes to address concerns. Instills a positive customer service image with all bakery associates.
9.
Performs duties of staff as required, insuring that all positions in bakery are covered on a daily basis.
100%
For the remainder of the questionnaire, most of the questions require that you check the box or list information. Guidelines for completing these sections are as follows: 1) read each definition carefully before answering, 2) consider the job, not yourself, 3) answer based on the job as it currently exists, 4) select the most appropriate answer(s) for each question.
IV. Education
Check the box that best indicates the minimum training/education requirements of this job. (Not necessarily your education, but the requirements for the job).
Minimum Requirement
Up to 8 years of education Some College /Associate’s Degree
9 to 11 years of education Bachelor’s Degree
High School Diploma or GED Master’s Degree
Vocational/Technical/Business School Doctorate Degree
V. Experience
Type of Experience Needed
Please indicate the specific job experience needed. For example, “managerial experience in a retailing company” vs. “managerial experience”. Be sure that the experience stated is what is actually required by the job, not what is preferred.
Managerial and technical experience in a bakery department________________
Check the box which best indicates the minimum amount of experience described above. (Not necessarily your years of experience, but the requirements for the job.)
Less than 6 months 3 but less than 5 years
6 months but less than 1 year 5 but less than 7 years
1 year but less than 3 years 7 years plus
VI. Skills Required
Please indicate all specific skills and/or licensing/certification required (not preferred) to do this job.
Technical skills needed, including the ability to decorate cakes; good leadership skills with friendly outgoing attitude; strong verbal skills for dealing with customers and associates; ability to read and understand profit and loss statements and to interpret various reports; some knowledge of computers________________________________________________________
VII. Supervisory Responsibilities
Supervisory Responsibilities
What is the nature of the direct supervisory responsibility your job has? Check one answer.
No supervisory responsibility.
Work leadership of one or more employees.
Supervisor over a section of a department.
Assistant Manager over supervisors or a small department.
Manager of one department.
Manager of more than one department.
Director, through managers, of a single department.
Director, through managers, of multiple departments.
How many positions report directly to you?
None 1 2-3 4-6 7 or more
List the title(s) of employee(s) whom you directly supervise:
Title
Level
Number of Positions
Full time baker (qualified)
2
Part time baker (qualified)
2
Sales (who sells stuffs in the Brumby’s) FT
1
Sales (who sells stuffs in the Brumby’s) PT
4
Do you feel any pressure in your work? If yes, what are they and what causes the pressure?
Yes. On a daily basis, the sales of the store cause the pressure to all staffs of the shop. Pressure is also felt when a newly hired staff or employee undergoes training and supervision. Pressure also comes when the amount of food products delivered by the suppliers does not meet the current needs of the store, or when the supplies of the store do not meet the current demands of the customers. Pressure is also felt during the increase of demands of food products are observed and only a few staff are able to participate in production.
In your work, what makes you unhappy?
The compensation, nature of job, and the relationship I have with subordinates make me happy.
In your work, what problems you think are there in communication? How would you like to communicate better?
Problems in communication come when misunderstanding happens due to reprimanding a subordinate. Some may misconstrue my tone of voice and manner of speaking to be a bit offensive. I would like to change the way I speak so that they would not misinterpret my intention of making their work and performance better and making the company’s overall sales better.
If your work is to be evaluated, what standards do you suggest?
I would suggest an ISO standard so that I would be able to utilise and maximise my working potential.
In your work, what tools do you need to use? For instance, computer.
Aside from baking and working tools, the computer serves to be a necessity because inventory of products and supplies are easily done. The Internet is also needed in order to communicate and contact other store branches.
What education level do you think is better for your work?
High education levels may not be needed because technical, associate, and vocational skills are much more likely to support the type of work needed in the shop. What is important is the amount of experience of the employee that will support the requirements of the job.
What kind of skills and training do you think are needed for your work?
Baking, leadership, communication, time management, interpersonal, and people skills are necessary for the job.
What abilities do you think are needed for your work, please tick in front of the items listed.
Leadership ( / )
Instruction( / )
Planning( / )
Public relation( / )
Coordinate( / )
Negotiation( / )
Judgment( / )
Timing Management( / )
Motivation( / )
Management( / )
Innovation ( / )
Decision-making( / )
Good at English( )
Shouldering pressures( )
others, please list them( )
What personality do you think is the most important for your work? (1=the most important,6=not that important)
strong sense of responsibility( 1 )
willing to cooperate with others( 1 )
outgoing and easy to get along with( 2 )
willing to communicate with others( 1 )
Honesty( 1 )
Hardworking( 1 )
PART B – Job Analysis and Performance Appraisal
Decision Matrix/Tool
For the job analysis of the company and the job of the shop manager at Brumby’s, the use of the decision making criteria involves the use of the Multi-Criteria Decision Making. The Multi-Criteria Decision Making or MCDM is the study of methods and procedures concerning multiple conflicting criteria, which can be formally incorporated into the management planning process. This decision criteria used is based on the decision theory, which is designed to assist individuals in terms of making a choice among a set of pre-specified alternatives. The decision making process relies on information about the alternatives. The quality of information in any situation can run the whole extent from scientifically-derived hard data to subjective interpretations, from certainty about decision outcomes to uncertain outcomes represented by probabilities and fuzzy numbers. This diversity in type and quality of information about a decision problem calls for method and techniques that can assist in information processing. Ultimately, the use of the Multi-Criteria Decision Making may lead to better decisions (‘Multi-Criteria Decision Making’ (MCDM) 2008). In addition, this type of decision making technique is one of the most well known branches of decision making, and divided into multi-objective decision making or MODM and multi-attribute decision making or MADM. The use of the MCDM recognises the different alternatives that represent the different choices of action available to the decision maker. Attributes are referred to as goals or decision criteria, which represent the different dimensions form which the alternatives can be viewed. In this case, the set of alternatives is assumed to be finite, thus, ranging from several to hundreds. Thus, they are supposed to be screened, prioritised, and eventually ranked. This is to somehow prevent MCDM problems associated with multiple attributes, such as conflicting dimensions and a large number of criteria (Parlos 2000).
Purpose for Job Analysis
It has been indicated that job analysis identifies all duties, responsibilities and the respective tasks done on a daily, weekly, monthly, and yearly basis that make up a single job function or role. A thorough job analysis results in a complete picture of the job, including, duties, tasks ranked by select factors, general knowledge, skills, and competencies required to be successful, and the resources needed to perform the job effectively (Franklin 2005).
In relation to its definition, it can be understood that it has a number of advantages or benefits. As such, a number of purposes of job analysis have been identified, namely, identifying job specifications and pre-requisites, determining and setting job descriptions, job selection, training of employees, setting and implementing recruitment strategies, implementing performance appraisal strategies, providing compensation, implementing promotion systems, human resource planning, and setting the legal defensibility of the organisation’s selection system.
Organisation Analysis
History of the Organisation:
Brumby’s Bakeries Limited is one of Australia’s largest and most successful bread retailer and franchise group. Brumby’s first store was known as “Old Style Bread Centre”, it was opened in the Victorian suburb of Ashburton in 1975. Over the next years the “Old Style Bread Centre” was introduced and expanded in Queensland. In the ‘80s it was believe that the brand needed a more Australian name so they decided to call it Brumby’s. It was in the early ’90s a franchise group was put together to buy Brumby’s. Since then the shareholders have seen the franchise chain grow from 51 stores to over 300 throughout Australia and New Zealand.
Structure of the Organisation:
Brumby’s has a mechanistic structure which is a traditional design as shown in the figure below, this is very common in large organisations, because Brumby’s is a mechanistic organisation it is somewhat rigid meaning they consist of very clear delineated jobs and have a well- defined hierarchical structure.
Brumby’s is a bureaucratic organisation which means they concentrate on formalisation. Bureaucracy is all about organising, goal- directed hierarchy, decision making and subdivision into managerial position and specialisation. Bureaucratic organisations consist of tall hierarchies. In tall structural hierarchy people become relatively confined to their own area of specialisation. The following figure shows Brumby’s tall authority hierarchy:
Figure showing the structure at Brumby’s
Culture of the Organisation:
The work environment in Brumby’s is friendly and flexible they always care for the well being of their employees and they make sure the customers are always satisfies they always try to create new types of pastries which will attract people to buy stuff form them. Each year Brumby’s will make available in excess of million worth of its quality products to charity, community groups and the less fortunate.
Management and Human Resources of the Organisation:
Brumby’s has a soft developmental humanist approach, in a soft approach effective HRM is seen necessarily to involve a focus upon fostering employees’ motivation, commitment and development. Brumby’s acknowledges the importance of HRM to the aims of the business, while at the same time they are reflecting attempts by management to create a work environment that emphasis employee development, through training.
Corporate Governance:
Brumby’s maintains a Corporate Governance Board and Committee in fulfilling its corporate governance responsibilities. Included in such responsibilities are monitoring and reviewing the integrity and reliability of financial statements, internal financial controls, the independence, objectivity, and effectiveness of the external audit function, the adequacy of practices and procedures in relation to compliance with applicable laws and actual compliance with such laws, and the corporate policies for determining and managing relevant risks associated with the business. It also includes making recommendations to the Board in terms of appointment of the auditors, and approving the remuneration and terms of their agreement. Making recommendation to the Board particularly regarding compliance of the company in its financial reporting is also included.
Community Support:
Brumby’s shares its success in the community through donations to Charities and CARE Australia. Each year, it makes available million in excess of its quality products to charity, community groups, and the less fortunate. Included in such charities is CARE Australia, which is one of the largest non-religious and non-political overseas aid organisations in the world, and works with communities in over 70 countries to fight poverty. In addition, in 2006 it sponsored the Brumby’s World Hunger Education Programme, which culminated in October of 2006 to coincide with UN’s World Food Day.
Representative Job
The representative job featured for this job analysis is the managerial position of one of the shop staffs at Brumby’s. Being a Bakery Shop Manager, the employee must provide leadership in the shop by directing and managing all the activities of his/her associates, including their store training. The position also allows the manager to order all products and supplies for the shop/bakery. The job entails scheduling and giving discipline to associates, identifies the amount or extent of production, and employs merchandising programs to grow the business, while satisfying the requirements and needs of customers and maximising the profits of the shop.
Qualifications of the job include a high school education or equivalent is required, a minimum of 3 years experience in Bakery Management and at least 2 years experience in a store setting, familiarity and knowledge with all aspects of bakery and business management, and minimum knowledge and experience in bakery and frying. In addition, technical and managerial skills are needed, including the ability and the creativity to decorate cakes, breads and other pastries. Good leadership skills are needed, with a friendly and outgoing attitude and disposition. Strong verbal skills for dealing with customers and subordinates are also needed. The ability to read and understand profit and loss statements and to interpret various reports is required, and some knowledge of the use of computers is also needed. Added qualifications entail the Bakery Shop Manager to be passionate, hard working, dedicated, food focused, have an outstanding organisational, communication, and man-management skills and abilities, and have the ability to serve as a model for subordinates or associates in terms of customer service and value.
Job Analysis Method
The chosen job analysis or JA method used is the GOJA method, specifically the Full GOJA. It has been reported by Bemis et al (1983) that the Guidelines Oriented Job Analysis or GOJA was developed by Biddle in the early 1970s as a response to new and emerging legislation, regulations, and judicial decisions that concern fair employment practices. The GOJA is a step-by-step procedure that describes the work of a specific job classification in order to develop standardised employment tools, and to provide the required documentation. Currently, there are three versions of the GOJA being used, namely, the Full GOJA, the Brief GOJA, and the Simplified GOJA.
In detail, the first step involved in the development of the documentation in job analysis is the Task/Domain Identification and Description. In this step, tasks are determined and described by a group of associates and supervisors who are knowledgeable about the work of the job classification. Task statements commence with an action verb, which involves description of what workers do on the job at the acceptable level of performance, and include the difficulty and complexity of the task. In the end, tasks are grouped into domains and a statement defining each domain is written. The second step is called Task/Domain Rating, wherein each task is rated on how frequently it is performed, how important or critical it is, and whether it can be learned in a brief orientation period. Ratings on the individual tasks provide the basis for the ratings of each domain. Moreover, the reasons why the task is essential or critical are also listed. Lastly, the third step is Knowledge, Skills, Other Characteristics, and Physical Characteristics Identification, which is the stage necessary in performing tasks that are determined by associates. Each task is also rated for frequency, importance, and whether it is generally learned in a brief orientation. In addition, each knowledge, skill, other characteristic, or physical characteristic is also linked back to the task(s) for which it is needed (Bemis et al 1983).
Among other job analysis methods, the Full GOJA was used because it is more than a job analysis method, it is a methodology for developing content valid employment selection tools, such as job analyses, selection plans, job-specific supplemental application forms, assessments of promotability, structured interviews, and job-related performance appraisals, which are essential tools in addressing the requirements of the Guidelines and other relevant standards. In addition, using the Full GOJA enables employers and organisations to develop validated selection procedures for a job position and determine the job duties that should be classified as “essential functions”. Moreover, because the use of the process investigates the frequency and importance of duties, the percentage of time that employees spend completing duties, whether a duty constitutes a fundamental part of the job, and the extent to which duties can readily be assigned to other employees, the process is thus designed to distinguish between the essential and non-essential duties of a position (‘Guidelines Oriented Job Analysis (GOJA) Workbook’ 2008). Other strategies of job analysis are not similar to the GOJA that was why they were not used. The MPDQ focuses only on managerial positions and takes two and a half hours to complete, thus, not advisable to use. The Hay Plan was not also chosen because although it addresses consistency in job assessment and rewards, it uses an interview, which solely depends on the skills of the interviewer. The Task Inventory was not also used because the responses are clustered by the computer and it adds relative times for each job described. Lastly, the WPS enables a participant to answer three questionnaires, which is time-consuming.
Job Analysis Data
The collection of data was done through using structured questionnaires. Advantages for using the structured questionnaires include the fact that its use is quicker and cheaper. It can be completed off the job, thus, avoiding lost production time. It allows an analyst to survey all job incumbents or associates, even in large numbers, thus, providing a breadth of coverage which is otherwise impossible. The use of structured questionnaires also often can be quantified and computer analysed. However, aside from advantages, disadvantages of using the approach can also be identified. Developing and accomplishing questionnaires are often time-consuming. They are expensive to develop, and standardisation of the questionnaires becomes a problem, which depends on the presence or absence of an analyst.
The use of the structured questionnaires helps the researcher in a number of ways. Primarily, the questionnaire administered was not lengthy, therefore, answering the questions would not be time-consuming. The use of structured questionnaires also allows the researcher to obtain responses from the participants despite distance. The researcher can also opt to use both open and closed-type of questions, which would allow one to process a good analysis.
Analysis of Data
The analysis of data was done by referring to the contents of the structured questionnaire allowed to be answered and filled out by the Bakery Shop Manager at Brumby’s. Afterwards, both the Job Descriptions and Job Specifications were worked out. An organisational analysis was also done of the company in order to provide better background on the representative job. The Full GOJA was used in order to address all the different aspects related to the analysis of the representative job.
Job Description
Job Title: Bakery Shop Manager
Job Summary
The job provides leadership in the shop by directing and managing all the activities of his/her associates, including their in store training. The job allows the manager to order all products and supplies for the shop/bakery. He/she also schedules and gives discipline to associates or subordinates, identifies the amount or extent of production, and employs merchandising programs to grow the business while satisfying the requirements of customers and maximising store profits.
Job Duties
Roles and Responsibilities
Job Qualifications
Job Specification
Degree of Education and Extent of Experience
High school education or equivalent is required. A minimum of 3 years experiences in Bakery Management and at least 2 years experience in a store setting is another point of qualification. He or she must be familiar and knowledgeable with all aspects of bakery management. Minimum knowledge and experience in bakery and frying preferred. Associate degree in a business related field also helpful and relevant.
Specific Skills Required
Technical and managerial skills needed in bakery industry, including the ability and the creativity to decorate cakes, breads and other pastries. Good leadership skills are needed, with a friendly and outgoing attitude and disposition. Strong verbal skills for dealing with customers and subordinates are also needed. The ability to read and understand profit and loss statements and to interpret various reports is required. Some knowledge of the use of computers is also needed.
Working Conditions
The job entails work in an enclosed production area and work in sales areas of the shop. He/she may experience some slight discomfort due to heat, noise, cold, and other factors. Working in a freezer is also required. Standing for long hours may also be experienced. Frequent conversation and interaction with customers and subordinates is done on a daily basis.
References
Bemis, S, Belenky, A and Soder, D 1983, Job Analysis: An Effective Management Tool, Bureau of National Affairs, Washington, DC.
Brumby’s, viewed 23 May 2008, < http://www.brumbys.com.au/>.
Franklin, M 2005, A Guide to Job Analysis, ASTD Press, USA.
‘Functional Job Analysis’ 2007, BJC Health Care, viewed 23 May 2008, <http://www.barnescare.com/barnescare_content.aspx?id=1235>.
‘Guidelines Oriented Job Analysis (GOJA) Workbook’ 2008, Biddle Consulting Group, Inc., viewed 28 May 2008, <http://www.biddle.com/goja.stm>.
Hooper, A 2008, Job Analysis, viewed 28 May 2008, <http://www.psych.umn.edu/courses/spring07/hoopera/psy3711/l_9%20job%20anal%20&%20selec%20issues%20(6).pdf>.
‘Multi-Criteria Decision Making (MCDM)’ 2008, RFP, viewed 28 May 2008, <http://www.rfp-templates.com/Multi-Criteria-Decision-Making-MCDM.html>.
Parlos, PM 2000, Multi-Criteria Decision Making Methods: A Comparative Study, Kluwer Academic Publishers, Netherlands.
Credit:ivythesis.typepad.com
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