O*Net Data Collection, Individuals and Households

Form G
OMB#1205-0421
Expires: 6/30/2015
Ver.: 1/13 – 1

Username: USERNAME
Password: PASSWORD

0= 1111 S= 2222 8=3333
QUESTIONNAIRE ID
SALES MANAGERS

[BARCODE]

Some Important Questions
About The Tasks Of The
Occupation

Please return your completed questionnaire in the enclosed envelope to:
RTI Research Operations Center, 5265 Capital Blvd. Raleigh, NC 27616-2925
Sponsored by: The US. Department of Labor and the National O'NET Consortium

Persons are not required to respond to this collection of information unless it displays
a currently valid OMB control number. Respondents' obligation to reply to these
reporting requirements is voluntary. Public reporting burden for this collection of
information is estimated to average 10 minutes per response, including the time for
reviewing instructions, and completing and reviewing the collection of information.
Send comments regarding this burden estimate or any other aspect of this collection
of information, including suggestions for reducing this burden to the U.S. Department
of Labor, Office of Workforce Investment, Attn: O*NET Project, Frances Perkins
Building, Mail Stop C4526, 200 Constitution Ave., NW, Washington, DC 20210 (OMB
Control Number 1205-0421).

Return to: Research Triangle Institute
Research Operations Center
ATTN: O*NET Data Receipt
5265 Capital Boulevard
Raleigh, NC 27616-2925

Specific Tasks Performed in the Occupation
Instructions: Please read the following position description and then answer the question
that follows it by marking an X in the appropriate box below.
Sales Managers
Plan, direct, or coordinate the actual distribution or movement of a product or service to the
customer. Coordinate sales distribution by establishing sales territories, quotas, and goals
and establish training programs for sales representatives. Analyze sales statistics gathered
by staff to determine sales potential and inventory requirements and monitor the
preferences of customers.
Do you have expertise on the work performed in the occupation named and briefly
described above?
I have expertise on almost all of the work performed in the occupation.
I have expertise on many aspects of the work performed, but not on some aspects.
I have expertise on some aspects of the work performed, but not on many aspects.
I have no expertise on the work peformed in the occupation.

Please proceed to the next page.

Specific Tasks Performed in the Occupation (continued)
Instructions: The next section presents a list of tasks. A task is an action or set of actions
performed together to accomplish an objective. This list is specific to the occupation you are
describing.
For each task, please make the following three ratings: Relevance, Frequency, and
Importance. As an occupational expert, first consider the different tasks performed by
workers in the occupation. Then, with this information in mind, please rate each task as if
you were performing work that is typical of the occupation. The ratings are described as
RELEVANCE. If the task is NOT RELEVANT at all to performance of the occupation
mark through the "0" in the NOT RELEVANT column. Carefully read the task before
deciding whether it is RELEVANT or NOT RELEVANT to the occupation. If you select the
"0" in the NOT RELEVANT column, however, there is no need to complete the
IMPORTANCE and FREQUENCY ratings described below. If the task is part of the
occupation, rate IMPORTANCE and FREQUENCY.
FREQUENCY. (Do not complete if NOT RELEVANT was selected.) Ask yourself, "How
often is this task performed in the occupation?" For example,"Interact with potential
customers" is a task that an employee in one occupation might perform only "once per week
or less," but an employee in another occupation might perform "hourly or more often."
Rate the FREQUENCY with which a task is performed by marking through the appropriate
number, from 1 (indicating that the task is performed once per year or less often) to 7
(indicating that the task is performed hourly or more often) on the FREQUENCY scale.
IMPORTANCE. (Do not complete if NOT RELEVANT was selected.) Ask yourself,
"How important is this task to performance of the occupation?" For example, "Develop
objectives and strategies to guide the organization" might be very important for an employee
in one occupation, but less important for another occupation. For the second occupation,
however, "Provide performance feedback to subordinates" might be very important.
Rate importance of the task for performance of the occupation by marking through the
appropriate number, from 1 (indicating that the task is of no importance) to 5 (indicating that
the task is extremely important) on the IMPORTANCE scale.

Please proceed to the next page.

More than once per year

More than once per month

More than once per week

Daily

Several times per day

Not Important

Somewhat Important

Important

Very Important

Extremely Important

1. Direct and coordinate
activities involving sales of
manufactured products,
services, commodities, real
estate or other subjects of
sale.

0

1

2

3

4

5

6

7

1

2

3

4

5

2. Resolve customer
complaints regarding sales
and service.

0

1

2

3

4

5

6

7

1

2

3

4

5

3. Determine price schedules
and discount rates.

0

1

2

3

4

5

6

7

1

2

3

4

5

4. Advise dealers and
distributors on policies and
operating procedures to
ensure functional
effectiveness of business.

0

1

2

3

4

5

6

7

1

2

3

4

5

5. Direct, coordinate, and
review activities in sales
and service accounting and
record-keeping, and in
receiving and shipping
operations.

0

1

2

3

4

5

6

7

1

2

3

4

5

6. Oversee regional and local
sales managers and their
staffs.

0

1

2

3

4

5

6

7

1

2

3

4

5

7. Review operational records
and reports to project sales
and determine profitability.

0

1

2

3

4

5

6

7

1

2

3

4

5

8. Monitor customer
preferences to determine
focus of sales efforts.

0

1

2

3

4

5

6

7

1

2

3

4

5

Hourly or more often

Once per year or less

Importance

Not Relevant

Frequency

More than once per year

More than once per month

More than once per week

Daily

Several times per day

Not Important

Somewhat Important

Important

Very Important

Extremely Important

9. Direct clerical staff to keep
records of export
correspondence, bid
requests, and credit
collections, and to maintain
current information on
tariffs, licenses, and
restrictions.

0

1

2

3

4

5

6

7

1

2

3

4

5

10. Represent company at
trade association meetings
to promote products.

0

1

2

3

4

5

6

7

1

2

3

4

5

11. Plan and direct staffing,
training, and performance
evaluations to develop and
control sales and service
programs.

0

1

2

3

4

5

6

7

1

2

3

4

5

12. Direct foreign sales and
service outlets of an
organization.

0

1

2

3

4

5

6

7

1

2

3

4

5

13. Assess marketing potential
of new and existing store
locations, considering
statistics and expenditures.

0

1

2

3

4

5

6

7

1

2

3

4

5

14. Prepare budgets and
approve budget
expenditures.

0

1

2

3

4

5

6

7

1

2

3

4

5

15. Visit franchised dealers to
stimulate interest in
establishment or expansion
of leasing programs.

0

1

2

3

4

5

6

7

1

2

3

4

5

Hourly or more often

Once per year or less

Importance

Not Relevant

Frequency

More than once per year

More than once per month

More than once per week

Daily

Several times per day

Not Important

Somewhat Important

Important

Very Important

Extremely Important

16. Confer with potential
customers regarding
equipment needs and
advise customers on types
of equipment to purchase.

0

1

2

3

4

5

6

7

1

2

3

4

5

17. Confer or consult with
department heads to plan
advertising services and to
secure information on
equipment and customer
specifications.

0

1

2

3

4

5

6

7

1

2

3

4

5

Hourly or more often

Once per year or less

Importance

Not Relevant

Frequency

Once per year or less
More than once per year
More than once per month
More than once per week
Daily
Several times per day
Hourly or more often

Not Important
Somewhat Important
Important
Very Important

1.
0
1
2
3
4
5
6
7
1
2
3
4 5

2.
0
1
2
3
4
5
6
7
1
2
3
4 5

3.
0
1
2
3
4
5
6
7
1
2
3
4 5

4.
0
1
2
3
4
5
6
7
1
2
3
4 5

5.
0
1
2
3
4
5
6
7
1
2
3
4 5

Extremely Important

Not Relevant

Frequency
Importance

Additional Relevant Tasks

Please write in additional
relevant tasks and provide a
rating.