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Effect of feedback on performance
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The salesman's job often requires to produce innovative solutions to non routine problems every day sales team have to face the different and challenging customer as there were many other brands for the same medicine therefore, sales person have to try utmost to convince to prefer the brand for medicine and accomplish sales target. Every sales jobs of course, demand more innovativeness than others sales person should be very clear about his product its efficiency and effectiveness must have know how Though the demand for innovativeness is inherent in the job, the impact of that demand on the salesman's well-being and performance is influenced by company policies and management actions.
Evan’s (1974) one of the elements of supervisory style is the rate of communication between the sales manager and his salesmen. No matter whatever is the medium of communication among supervisor and sales force, telephone conversations, or written letters and memoranda, the more probable the salesman is to understand and implement and appreciate his supervisor's demands and his company's policies particularly those relating to his evaluation, compensation and endorsement. Empirical findings from several previous studies support the connection between performance feedback provided by supervisors and salespeople's role clarity second type of supervisory control focuses not on sales output, but rather on salespeople's reactions. The more frequent the communication between the salesman and his superiors, the more likely it is that he will feel that he has an input into policy decisions affecting his position in the company. One variable that reflects how the firm's authority structure is total number of departments that can modify the terms of a sa...
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...much value in close supervision and it does not lead to greater subordinate satisfaction (Harris, 1967). Thus, the theory suggests that the more a subordinate values a supervisory behavior, the more employees responsive to it, and consequently the stronger is the relationship between the behavior and subordinate satisfaction argue that experienced salespeople were fewer likely to have feelings of ambiguity and therefore, were less likely to need close supervision. In contrast, less experienced salespeople were more possible to have feelings of ambiguity and to value initiation of structure to a greater level. Robert’s (1978) Less experienced salespeople therefore, would be more active and alert to the supervisory behavior so the author expect initiation of structure to have a greater outcome on the role clarity and job satisfaction of less experienced salespeople.
TQL can put a single sales supervisor into place and divide teams and appoint team leaders immediately. Due to the lack of managerial experience among the account executives the Executive Sales Managers may wish to hold the sales supervisor position until a manager can be placed and properly trained. During this time, non-montary methods of rewards should be discussed for the team leaders duties. TQL should start low and move up with rewards based on performance as a team leader. Some may currently act as an unofficial team leader and may not expect significant reimbursement and TQL should take advantage of these persons.
As the salespeople’s immediate supervisor, it is the primary responsibility of the manager to provide proper training to enhance the salespersons’ effectiveness and improve their skills. Given the importance of having a productive and enthusiastic sales team, the manager needs to develop and manage effective reward and compensation packages to ensure a highly motivated and satisfied sales force. Sales managers also ensure that the company 's standards of professionalism, image, and branding are consistent with the sales team’s interaction with company customers. The manager 's presence also makes customers feel valued as well as provide credibility on behalf of the company (Pilling, Donthu, & Henson,
Introduction What does it mean to be an effective supervisor? Before taking this class, I thought that if a supervisor is able get their employees to work effectively, and efficiently, then the person is an effective supervisor. I didn’t realize until taking this class that supervisors do so much more. After learning more about the other tasks supervisors do like planning, being effective listeners, and motivating employees, I have a better understanding of effective supervision. I am aware that I have had supervisory experiences.
Kris Young was 25 when he was brought before the court on charges of theft. Kris was alleged to have tried to walk out of City Wear, a popular clothing store in Jurisville, without paying for a leather jacket costing $600. When stopped by the store manager, he tried to run away but was overpowered and handed over to the officers from JPD.Unable to make bail, Kris remained in custody for 60 days during which he pleaded guilty to theft. Based on the plea and the circumstances of the case, the judge sentenced Kris to a year in prison. Later the sentence was suspended and Kris was ordered to be under probation. The probation officer was asked to report back to the court after 3 months.
High satisfaction with one's direct supervisor leads to lower levels of employee turnover. In other words, employees who are highly satisfied with their direct supervisor are less likely to leave an organization than employees who are dissatisfied with their
As a salesman, Spencer showed great achievement as a young graduate entering the business world. He achieved high numbers and was considered an “up-and-comer” in the sales department of the Tri-American Company (Fenn, n.d.). There were of number of factors that can be said to have contributed to this success. The
The primary purpose of this study was to determine the correlation between job tenure and sales performance for the outside sales representatives at Avatech. We hypothesized that the tenure of a sales professional has a positive effect on sales volume. We tested the sales performance of the employees in our 24 month sample and predicted a positive correlate with job tenure. This would provide reinforcement to the sales quota benchmarks that are established during the first 90 days of employment. We also sought to reinforce previous research which supports this theory.
Emery, C. R., & Baker, K. J. (2007). The effect of Transactional and Transformational leadership styles on the organizational commitment and job satisfaction of customer contact personnel. Journal of Organizational Culture, Communication & Conflict, 11(1), 77-90. Retrieved from http://library.gcu.edu/
The way business works is to attract people and have them encourage themselves to sell themselves to buy the company’s product. The more attractive the buyer is the more buy will be interested to buy the product. An attraction is the key to be sell a product. Of course, the seller must be competent in order to be success in business. The skills to be connected to the buyer and gently lure them to your product.
I enjoyed all the aspects of developing a course on clinical supervision. I appreciated that the process of developing the course was broken down to manageable units.
Parker, S., Johnson, A., Collins, C., & Nguyen, H. (2013). Making the most of structural support: moderating influence of employees' clarity and negative affect. Academy of management journal, 56(3), 867-892. doi: 10.58465/amj.2010.0927
In asking the consulting firm for assistance, President Paul Willard stated that the main issue within the organization was a “power struggle between people and departments.” This is precisely where the issues in both the sales and production departments are stemming from. After analyzing the situation, several issues can be pointed out in the sales department, the first being the leadership style of sales executive vice-president Ernie Lane, the second being the dramatic shift in the work force, and the third being the lack of motivation and compensation to maintain morale, satisfaction, and productivity. Most importantly, all the problems are
as much as expected behavior is identified through employee role assignment. In this theory, improved outcomes result from reciprocal trust, respect, and responsibility arising from influence shared between leader and subordinate as delineated in designated roles (Shweta & Srirang, 2013). The authors describe decreased quality exchanges occur when interactions between the superior and subordinate take place only under formal, hierarchical, and contractual circumstances. The differentiation between high and low member exchanges occurs fairly early in relationship and remains constant throughout the life of the work relationship (Shweta & Srirang, 2013).
Different facets of organizational behavior were addressed in the three articles reviewed for this project. Pay Satisfaction, Job Satisfaction, and Turnover Intent by Parbudyal Singh and Natasha Loncar examines the relationship between employee position and salary satisfaction and job turnover. The 4 Rs of Motivation by Michael Maccoby suggests a formula from which leaders should pull to motivate subordinates, and Relations Between Leader-Subordinate Personality Similarity and Job Attitudes by Lior Oren, Aharon Tziner, Gil Sharoni, Iafit Amor, and Pini Alon examines the effect the relationship between leaders and subordinates has upon job satisfaction.
With the current revolution in the corporate world, many organizations find the need to keep up with the set trends in the corporate scene. This is essential for them to maintain relevance as well as achieve set targets and strategic objectives. One of the aspects business management is sales personnel management. This is an important business aspect that can lead to efficiency, as well as effectiveness in business, if executed accordingly. This study will seek to analyze the various tools and techniques used in sales personnel management.