Chuck, I though I'd give some input for your presentation. I saw you asked a yes/no qustion for survey and I answered that too, but this is from the point of the dealer. Instead of adding to the bitch session (of which you got lots of input), I though I'd tell you what has been successful to keep conflict to a minimum.
First, I hold weekly staff meeting with all managers. We always go over the DOC for each department, compare performance vs. forecast and address missing information (such as the body shop seems to turn alot of work at the last week, where will we end up?). Sometimes there are more cars sold than what is recorded, where are the deals? How many cars are sitting in recon? What's holding everything up? We also all go through the inventories to make sure they are accurate. I then ask if there are any issues that need addressing, especially any conflicts that exist between departments. This get stuff on the table, you'd be surprised at the discussions!
If I'm not available for the meeting, it still takes place and I call in to find out what happened.
Second, and most important, everyone at the dealership is constantly reminded of the business goals. I always reminds everyone: With the lack of profit, no one gets paid.
My organizational strategy: We are all here for one purpose only, therefore everyone shares the same problems and successes.
scott
[This message has been edited by sallen1 (edited 07-20-99).]