District Sales Manager Essay

The principle error Maureen make was underestimating how significant company horti elaboration could impact decision-making at every responsibility level. Even though booster had strict functional reporting terms, the organization nurseed an informal culture found on friendliness and openness. Most importantly, Quakers ethos demand a high degree of influence by persuasion and personal magnetismnot formal authority.Secondly, the communication vehicle that Maureen chose to carry and deliver her proposed intention was ill suited for interconnecting the plan and expectations. Instead of going with the organizations pattern of utilizing personal consanguinitys, team plump, and the openness to express opinions and feedback, Maureen sent a memoranda directly to the titanium extrusion sales representatives. In the memo, she simply gave a rationale for making the change. In response, a District gross revenue animal trainer (DSM) called Maureen to ask for a to a greater extent detai led explanation for the change overdue to its arbitrary nature. Therefore, Maureen presented her findings to the DSMs in a yearly sales meeting in the presence of the VP of Marketing.Lack of em tycoonment from authority Although Maureens plan obtained praise from her boss, Hugh Salk, there was never a statement 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.Companys hiring practices Maureen was hired at a managerial position because she had a very 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 internal promotions rather than external hiring at a managerial level (Typically, managers who joined Quaker from otherwise vane or metal producers found the company a confusing and frustrative place in which to work. For thi s and this other reasons, most of Quakers managerial positions were filled from within, p2).Responsibility lines structure Due to the companys growth, many managers and at measures whole divisions were responsible to other departments until now though there was not a preset hierarchy that link them. This situation complicated to a certain extent the relationship betwixt the product management groups and the sales force as can be inferred from the fact that the titanium DSM in Chicago had to report to two bosses (p5).Sales forces lack of adaptation Sales representatives were assigned to accounts based on experience and usually had tough time cracking handsome accounts. This was in part due to lack of backing from the technical support services and sometimes from the R&D labs as the larger accounts were more technically complex. It was also because there were no additional economical benefits to work on bigger accounts, thus harder work was not compensated in any manner (The Chic ago DSM explained that a modest cash indemnity existed, but that he did not use it, believing it had little tack together, p6). Hence, the only motivation for the sales people was closing a no-hit deal and working directly with customers which was frequent with small accounts.Lack of relationship and communication Maureen spent so much time analyzing the sales time simulations therefore, she did not spend enough time getting to know other team members on the field. These circumstances did not favor building corporate trust with the sales personnel and this lack of participation within the decision-making process hindered effectual results (In response to the memo, one of the titanium DSMs called her to say that he had genuine several complaints from his salespeople about its arbitrary nature, p8).