'District Sales Manager Essay\r'

'The principle error Maureen made was underestimating how crucial family culture could impact decision- qualification at all responsibility level. Even though Quaker had unappeasable functional reporting lines, the organization supported an daily culture based on friendliness and openness. about importantly, Quaker’s ethos required a naughty degree of influence by persuasion and personal appeal†non formal authority.\r\nSecondly, the communication vehicle that Maureen chose to broaden and deliver her proposed project was ill suited for interconnecting the course of study and expectations. Instead of going with the organization’s purpose of utilizing personal relationships, teamwork, and the openness to express opinions and feedback, Maureen sent a memo directly to the titanium extrusion gross sales representatives. In the memo, she simply gave a rationale for making the change. In response, a District Sales tutor (DSM) called Maureen to ask for a muc h detailed account for the change due to its despotic nature. Therefore, Maureen presented her findings to the DSMs in a yearly sales meeting in the carriage of the VP of Marketing.\r\n•Lack of em advocatement from authority: Although Maureen’s plan obtained approval from her boss, Hugh Salk, there was never a avouchment from the VP of Sales to his subordinates (district sales managers and sales representatives) supporting the proposal. As seen in Exhibit 2, Lawrence Israel, the VP of Sales has direct power over DSMs.\r\n•Comp any’s hiring practices: Maureen was hired at a managerial position beca implement she had a very(prenominal) attractive professional background that made her a highly desirable candidate for her role. However, this was not in line with the company culture that encouraged inbred promotions rather than external hiring at a managerial level (‘Typically, managers who joined Quaker from new(prenominal) mark or metal producer s found the company a confusing and frustrating place in which to work. For this and this other reasons, most of Quaker’s managerial positions were make full from within’, p2).\r\n•â€Å"Responsibility lines” structure: Due to the company’s growth, many managers and at times full divisions were responsible to other departments even though there was not a preset hierarchy that tie in them. This situation complicated to a certain consummation the relationship between the product management groups and the sales force as can be inferred from the detail that the titanium DSM in Chicago had to report to dickens bosses (p5).\r\n•Sales force’s lack of accommodation: Sales representatives were assigned to accounts based on figure and usually had tough time cracking cock-a-hoop accounts. This was in part due to lack of musical accompaniment from the technical support services and sometimes from the R&D labs as the larger accounts we re more technically complex. It was also because there were no additive economical benefits to work on bigger accounts, olibanum harder work was not compensated in any manner (‘The Chicago DSM explained that a modest notes bonus existed, but that he did not use it, believing it had little effect’, p6). Hence, the only pauperization for the sales people was closing a palmy deal and working directly with customers which was frequent with subaltern accounts.\r\n•Lack of relationship and communication: Maureen spent so much time analyzing the sales time simulations; therefore, she did not spend enough time getting to discern other team members on the field. These circumstances did not favor building â€Å"trust” with the sales personnel and this lack of participation within the decision-making process hindered sound results (‘In response to the memo, one of the titanium DSMs called her to say that he had received several complaints from his sales people about its arbitrary nature’, p8).\r\n'