Role Ambiguity Essay

Promotional opportunities do not exist. Role overload and role ambiguity can create unnecessary stressors (Gahlan & Singh, 2014). The most common reason for role ambiguity is the lack of information present to the manager (Gahlan & Singh, 2014). There is only one level higher than a sales rep which is that of a team leader. 60% of the employees are dissatisfied. Career guidance and development is extremely low. 70% of the employees are dissatisfied with the career guidance and development. Role ambiguity is associated with individual stress and leader behavior surrounding consideration and initiating structure (Valenzi & Dessler, 1978). Subordinates experience lower job satisfaction when leaders experience role ambiguity (Valenzi & Dessler,

Also performance evaluations are centered on meeting sales quotas. They do not place any emphasis on coaching or career development of reps. The team leaders are unsure of their job roles or responsibilities. Job Analysis that identifies the KASOC or knowledge, abilities, skills, and other characteristics that are required to perform the job. Employees and managers must understand the scope of the plan, define target market, and familiarize team with new software. Identify the training or learning objectives. Create a learning environment. Team leaders must assess the preconditions of learning. 75% of the leaders are unsure of their role within the organization. The organization must focus on team building. Team leaders should be trained and able to teach team building, problem solving, conducting effective meetings, managing stress, managing productivity, appraising performance, and managing conflict. They should utilize both information based and demonstration based training techniques. Unstructured or informal training from peers can be more effective than classroom training. Managers must be trained to act as coaches and mentors. When the team leaders are unsure about their roles, it will diminish