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

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

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.

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.

Organizational Behavior Assessments Organizational Structure LeadershipLearning & Decision Making Job SatisfactionMotivationJob Performance/Organizational Commitment

Organizational StructureTall, decentralized organizational structureBureaucratic structure with functional formWork specialization by position

Organizational Structure - Management

Service Director

Cam Mayfield

Service Managers

(4)

Shop ManagerMike XXXX

Shop Foreman (2)

Assistant Service

Managers (21)

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)

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

Transformational Leadership

Idealized Influence:Staff respects the managementStaff trusts the management

Individualized Consideration:Career development is a major focusEmployee needs are fulfilled

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

Reinforcement

Positive ReinforcementRecognition on production boardRewards

Top 10 - taken out for nice lunch monthlyPunishment

Staff meeting agenda item (car wreck) Suspension Termination

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)

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

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”

Motivation

PromotionRecognitionBenefits/VacationsLeadershipEmployee SurveySaturday lunch

Stressors

Reproducing malfunction50 hour weekAdvisors CSILosing clientManagement monthly goal

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

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

Recommendations Increase cashiers & loan car consultants Revision of pay plan correspondence with CSIMottos prints to be relocated Suggestion box implemented Safety updateVacation Extension