Organizational Behavior
...nts the invoice, and begins to pick the order from the truck to a hand dolly. After picking the order, the route salesman counts the order to the invoice, verifying correct quantities and product. The route salesman returns to store, waits for the receiver, and then counts off quantities ordered while the receiver views the invoice. At this time, the receiver may either accept or reject the proposed order. After successful completion, the receiver signs the invoice and the route salesman begins stocking baskets, freezers with product. When the merchandising of product is completed, the route salesman cleans the area, breaks down empty boxes and shipping wrap, throws away trash and continues the route. At the end of the day, the route salesman fuels the truck, cleans out trash, evens and sort’s shelves, pads down product, and plugs the truck in. The route salesman then proceeds inside to plug his handheld device into the system and finishes his daily sales summary if not already done during the route. Distribution Process Chart for the Route Salesman Manual Receiving Environment Supplier and Receiver involvement together Route Salesman Process Map with reliabilities and times for each step per store Function title & Process # Activities Reliability Time in minutes (13) Merchandising the shelf RSM checks inventory on the shelf, rotates product, faces product and performs other tasks such as ensuring schematic is accurate, shelf tags are in proper alignment, realigning shelves, etc. .92 15 (2)(5)(16)Ordering and Processing Key in the order at the shelf, to place the order in the driver’s handheld terminal, and to print an invoice for the store. Takes inventory, end of day ordering .97 11 (6)(7)(8)Picking and Staging Pull product off the truck, verify order, move it to the store and position it for the receiver to check in. .99 2 (10)(11)(12)Receiving The time spent with the receiver verifying the delivery. The RSM counts the order while receiver checks the invoice. 1.00 2 (9)Delays Any down time caused by the store, e.g. waiting to be let in store from the back, waiting in line to be received, locating receiver, stores system is down etc. These delays can average 2 to 4 minutes in length, but can be as long as a half an hour. .90 4 (14)(16)Miscellaneous Interacting with store employees on a personal relations basis. Time spent cleaning area, e.g. mopping floor, breaking down boxes, trash. .98 3 (3)(4)Spoils Processing/removing spoils from store. .95 1 TOTAL .76 38 Application of the Organizational Behavior Modification Step 1: Identification of Performance Behaviors Direct Performance Behaviors of The Route Salesman Process (13) § Not maintaining a sufficient product assortment in inventory § Not resetting proper product schematics Processes (6)(7)(8) § Picks most assessable product instead of searching for the product in need § Staging product in no systematic order Process (16) § Not organizing trucks at the end of the shift § Not taking a sufficient end of day inventory for the next order § Ordering incorrect quantities for their truck inventory Process (14) § Lack of friendliness of service to store personnel § Leaves a mess for the store to clean up Step 2: Measurement of Behavior In order to improve overall performance, the behaviors listed above must be assessed and corrected. One measure comes to mind in order to accomplish this: the use of random route ride auditor, assessing both the process first hand, and visiting the store after it is serviced. This auditor would be trained to know what to assess and what is expected of the route salesman. For example: 1. All products are rotated and faced according to schematics 2. A sufficient assortment of product is on display 3. Product is staged in a sequential order for receiving 4. The route salesman greets the storeowner and asks if they have any requests or comments regarding schematics, products, and merchandising 5. Store is always clean before and after service. 6. Both a visual and statistical inventory is taken at the end of the day. 7. Correct orders are properly entered for the truck inventory 8. Truck is properly padded down and cleaned for the next day. By randomizing the frequency of the auditor’s rides, the route salesman will feel “in check.” Thus, some of the undesired behaviors might diminish due to the perceived consequences from a sub par audit. Also, the auditor would survey the route salesman’s customers in regards to overall service. Step 3: Functional Analysis of Behavior An A-B-C analysis should be performed for the existing behaviors of the route salesman. The behavior: Route salesman is performing at low levels in regards to merchandising the store Antecedent Conditions a. Why should I change the schematics? I do not have time. The products are all visible and displayed just fine. Besides, the store doesn’t care and the schematics change too often. b. I do not have time to dig through my inventory to find this product. I will replace it with this other product instead since it is right in front of me and sells anyway c. Speed over Quality. d. I will only correct merchandising errors when they are addressed by the store or by Dreyer’s. It’s no biggie if I get yelled at. The Consequences - then sales would remain the same if I did follow schematics - then management wouldn’t notice - then I will get through my day faster so I can spend more time with friends and family when I get home - then store members will not be hassled by me, they probably could care less what I have to say, just as long as there is product to be sold. The behavior: Route salesman is performing at low levels in regards to maintaining sufficient inventory and product assortment. Antecedent Conditions a. I do not have time to figure out a proper assortment of inventory for the next day; I am tired and want to go home. b. I do not need to organize my inventory and the end of the day; the load pickers can do it for me. c. I know what sells, it is my route, I don’t bother pushing other products unless there is an incentive d. If I do not have accurate order quantities then the load out system will correct itself. The Consequences - then the load pickers would be happy and they would be able to load the truck easier; I don’t care about the load pickers. - then management wouldn’t notice - then a larger assortment will take longer to search for product, increasing overall route time - then sales will remain the same, there is no incentive to create more work for myself by maintaining a sufficient assortments then I will get through my day faster so I can spend more time with friends and family when I get home The behavior: Route salesman is performing at low levels in regards to customer service. Antecedent Conditions a. Staging product in order for receiving does not matter as long as it’s all there b. I am in a hurr...