Hierarchical Structure in a Modern Organization Essay

Hierarchical Structure in a Modern Organization - Essay Example In the modern day organizations’ context, the employees’ working within the organization need a supervision that facilitates them to have a clear vision with regard to the organizational goals as well as initiates and influences them to attain or accomplish the desired goals. It has been apparently observed that in the modern day organizational context, prompt decision making has become almost synonymous to every day transactions made within the organization, thus a clear focus that is generally present amid the top level hierarchy facilitates to right decisions and the right time without much fault. The study will also include the counter arguments with respect to the relevance of the hierarchy within the organizations. The existence of the flatten organization is quite unmanageable at times. The invisible hierarchy remains within the flatten organizations as well. If the employees are bestowed with the responsibility to take the decisions freely without any supervisio n, the power- conflict arises within the organizations. Thus, the existence of the flatten structure without any centralized control within the organization can cause both short-term and long-term hindrances within the organizational premises. The relationship between the hierarchy and the â€Å"the tyranny of invisible† and the difference between the hierarchy and the hierarchism will also be included within the study. The existence of the rhizomes structure within the organization also forms an objective of this study.... ost synonymous to every day transactions made within the organization, thus a clear focus that is generally present amid the top level hierarchy facilitates to right decisions and the right time without much fault. The study will also include the counter arguments with respect to the relevance of the hierarchy within the organizations. The existence of the flatten organization is quite unmanageable at times. The invisible hierarchy remains within the flatten organizations as well. If the employees are bestowed with the responsibility to take the decisions freely without any supervision, the power- conflict arises within the organizations. Thus, the existence of the flatten structure without any centralized control within the organization can cause both short-term and long-term hindrances within the organizational premises. The relationship between the hierarchy and the â€Å"the tyranny of invisible† and the difference between the hierarchy and the hierarchism will also be inc luded within the study. The existence of the rhizomes structure within the organization also forms an objective of this study. Thesis Statement Hierarchy is sustainably/fundamentally relevant in the modern day organization. The Sustainable/Fundamental Relevance of Hierarchy in the Modern Day Organization Modern day organizations have various structural options. The structural options range from the traditional structure towards the better innovative and flexible schemes. The hierarchies differ within the structures and the effectiveness of the different structural scenarios followed within the organization upon the compliance of the structural framework with that of the strategic objective of the company/organization (Nestle, 2011). The various structures comprise the functional structure, the team

Discuss American experience in Vietnam Essay Example | Topics and Well Written Essays - 750 words

Discuss American experience in Vietnam - Essay Example Similarly, John F. Kennedy illustrated this by saying that "The energy, the faith, the devotion which we bring this endeavor [defending freedom] will light our country and all who serve it- and the glow from that fire can truly light the world"5, and this became one of the reasons why America found itself duty-bound to intervene into Vietnam. When we look at the region in which the war took place, the war encompassed a bigger conflict of the region including the adjacent countries of Laos and Cambodia, which was also known as the Second Indochina War. Vietnamese remember this combat as the American War (Vietnamese Chin Tranh Chng My Cu Nc, which when translated into English is "War against the Americans and to Save the Nation"). A look at the past wars in the region reveals that, the First Indochina War was the French Indochina War in which the French, in order to maintain their control of their colony located in Indochina, had to come to blows in this region against an uprising independence movement which was headed by a Communist Leader Ho Chi Minh. The Vietnam War was a succession of this confrontation. According to many the Vietnam War has not gone down in to history the way it truly occurred, for example according to Richard M. Nixon "No event in American history is more misunderstood than the Vietnam War. It was misreported then, and it is misremembered now."2 There are diverse views on whether America lost the war or not but, Henry Kissinger said on one occasion that, "The Vietnam War required us to emphasize the national interest rather than abstract principles. What President Nixon and I tried to do was unnatural. And that is why we didn't make it."3 This can also be taken as a lesson, that in all situations abstract principles, need to be stressed upon more than, just national interest. Another lesson is never to take undemocratic moves before going to war. America was long before at war, before the American public realized it. This move of Lyndon B. Johnson, the 36th President of the United States, was undemocratic. Lyndon B. Johnson heightened the involvement of America in the Vietnam War from increasing the number of American soldiers from 16,000 in 1963 to 500,000 in early 1968. Keeping the masses in deception is not a good policy also. It is not so wise to call the bombing of some other country anything else than war. But Lyndon Johnson and McNamara formed a false impression that the attacks which were being made on North Vietnam were alternatives to war, instead of war itself. Since bombs cause destruction and death so they can not be called 'communication', especially for those who become the victim of those bombs. After the U.S was truly at war with Vietnam, Pentagon had predicted

The Human Resource Management

This paper is written from the perspective that Human Resource Management (HRM) practices are continually evolving to meet the changes of dynamic work environments. New technologies, increasingly rapid exchanges of information, social paradigm shifts and the restructuring of family systems contribute heavily to the need to find and apply methods of HRM that meet the needs of industry, workers and consumers. To do so effectively, vision and creativity are required in addition to on-going awareness of the bottom line. At the opening of the 20th century, the majority of jobs in America were held in two areas, agriculture and industry. Population distribution tables for that time demonstrate that most of the nation inhabited rural areas rather than urban areas. This continued to be the trend up until WWII, when men left the country to fight and women left rural America to fill factory jobs as their contribution to the war effort. This movement was the beginning of nationwide workplace and societal changes that have accelerated during the last half of the 20th century. The move from rural to suburban environments changed the way we did business as a nation. Where extended families resided in and supported each other in culturally defined rural settings, nuclear families found themselves alone in homogenous neighborhoods. (1) This created a demand for goods and services that were formerly provided by extended family and community members, opening up new markets and creating jobs. It also created the need to recognize the management of workers as a separate and formal discipline. As we move into the 21st century we can trace our nations† business growth over the last 100 years. We moved from an agrarian base to an industrial one. By the mid-50s† the majority of jobs were found in factories. Manufacturing suffered heavy blows during the late 60†³s and early seventies and was displaced by the service industry. With the closing of the 20th century those services have become increasingly technological. Surviving those changes requires adaptation, not only in the retooling of physical plants and the retraining workers, but also in the way we manage those workers. Some feel that there appears to be an underlying theme in books and papers on the subject of HRM, that there is only one correct way to manage people. (2) Maslow on Management offers a much different approach, demonstrating conclusively that one size does not fit all; i.e., that different people need to be managed differently. HMR models operating on the assumption that there is a single right way to manage people are using workplace criteria that are quickly becoming a thing of the past. The â€Å"one way† model views people working for an organization as employees who work full time and are solely dependent on that organization for their livelihood and their careers. These employees generally were viewed as subordinates with limited or very narrow skill sets. (3) These images of the worker may have been valid several decades ago. However, today every one of these images has become insupportable. While the majority of people working for an organization may be classified as employees, a very large and steadily growing minority – by working for the organization – no longer work as employees, but instead as outsource contractors. The concept of subordinate positions is fading as well, even in those areas that are considered fairly low level. As technology becomes increasingly more complex special knowledge is required in all operations. Subordinates, increasing their skill sets, become associates. The secretary, with knowledge of specialized software, becomes the Administrative Assistant. In order for the organization to run smoothly, the individual who does his job well, often has more knowledge about his job than his boss. (4) For example, the vice president of marketing may know a great deal about selling, but nothing about market research, pricing, packaging, service, or sales forecasting. Workers in these positions may report to the vice president, but are often experts in their own areas. Formerly, lower technological expectations and a firmly established hierarchy allowed general managers to delegate narrowly defined personnel responsibilities to those functioning as specialists. Today however, such practices would be inefficient to the point of being considered static, and must be replaced. To fail to do so would be to ignore and fail to address the many unprecedented pressures that demand a comprehensive and more strategic view in relation to the organizations† human resources. From the view point of General Management, what does the organization need? The General Mangement picture of HRM is viewed from a global perspective, as demonstrated by a survey of Fortune 500 CEOs in 1989. The results of that survey determined that effective management of Human Resources must address corporate needs in the eight following areas: 1. Increasing international competition makes the need for greatly improved human production mandatory. The crisis experienced in both the automobile and steel industries serve as clear illustrations. Foreign management practices, particularly Japanese management models, are being used to guide developing HRM techniques, especially those that seem to increase employee commitment while providing companies with a long term source of workers with necessary competencies and skills. 2. As organizations increase in size and complexity layer upon layer of management has resulted in expensive, but not particularly effective, bureaucracies. Multiple layers of management also serve to isolate workers from the competitive environment in which organizations operate as well as company policy makers. It†s hoped that a reduction of middle management layering will put workers closer to the competitive environment, fostering commitment to the organization as well as sharpening the competitive edge. Multinational companies have additional challenges in managing human resources, and need to adapt policies to work within diverse cultures and vastly different social values. 3. Some companies may face declining markets or slower growth, handicapping the organizations† ability to offer advancement opportunities and job security. How then to attract and retrain a competent and highly skilled work force? 4. Greater government involvement in human resource practices generates a need to re-examine HRM policies and mandates the development of new policies. For example, the Americans with Disabilities Act forced the revision of HRM policies in companies across the nation. 5. America†s workforce has become increasingly more educated making it necessary to rethink assumptions about employee capabilities and the delegation of responsibilities. Under utilization of employee talent is a major cause of workforce turnover. 6. Expectations and the values of the workforce are changing, particularly those values and expectations relative to authority. This fosters a need to reexamine how much involvement and influence workers should be given. Means of voicing employee concerns and addressing those concerns with due process need to be provided. 7. As workers become more concerned with life and career satisfaction corporations are revisiting traditional career paths and seeking more alternative career paths that take into consideration employee lifestyle needs. 8. Demographic shifts in the workforce, particularly the infusion of women and minorities into organizations, are causing corporations to reexamine all policies, practices and values that impact the treatment, responsibilities, and advancement of these groups. (5) How do universal General Management issues affect HRM departments and practices? While narrower in scope than those concerns voiced by General Management, impact areas identified by HRM professionals closely mirrored major corporate needs identified by General Managers. Human Resource professionals, in an effort to meet the needs of both worker and organization, have examined ways to ensure a desired working environment while increasing productivity. In the early 1990s, the advisory board of the Commerce Clearing House were asked to identify the issues that they felt would shape the role of human resource functions in the next decade. Commerce Clearing House advisory board members saw four main HRM areas where current issues would influence the role of the human resource function in the near future: compensation; communication and personnel practices; employment relations; and Equal Employment Opprtunity requirments. (6) Compensation issues focused on the diversity of worker needs, pay-for-performance plans, and the regulation of employee benefit plans. Flexibility and adaptability in HRM practices are primary keys in addressing worker needs. Job sharing, staggered scheduling and flex time are some of the outcomes generated by creative approaches to HRM practices. Pay-for-performance plans hold the allure of rewarding productivity while providing monetary motivation. Successful implementation of such practices, however, require effective performance evaluations. To attempt such compensation without valid, reliable, and standard assessment instruments is to court litigation. Fairness is a national concern strongly affecting human resource managers. Personnell plansfocused soley on organizational needs must be abandoned to benefit workers and organizations alike. One example is the growing social phenomena of two career couples. As the numbers increase nepotism policies must be reexamined. Managing change and preparing people for change also require HRM professionals to rethink policy. New demands for an increase in functions such as retraining evolve as workers move through change. Training and professional development are crucial in all areas of operation. Even the lowest clerk needs to stay abreast of the latest innovations brought on by technical advancement. The march of technology, however, not only changes jobs, it makes some of them redundant or obsolete. In an era of company reconfiguration it becomes apparent that layoffs and divestirtures will occur when retraining isn't an option. Outplacement policies must be considered and developed in preparation of the need. HRM professionals also understand the need for the development of effective HR auditing instruments to measure employee perceptions of management fairness and the climate for effective communication within the company. The information obtained by employee attitude surveys can be greatly beneficial to supervisors, but only if they've been trained to use it. (7) The legal environment of personnell management is many fingered and quite comprehensive. In addition to regulations stemming from the Occupational Safety and Health Act (OSHA), passed in 1970, HRM is greatly affected by the broad umbrella of Equal Employment Opportunity (EEO) regulation. As well as protecting workers form discrimination based on race, color, or creed, EEO serves workers in many other areas. Age discrimination also falls under this umbrella. With an increasing number of age discrimination suits, organizations need to develp a sensitvity to age issues and policy specific to older employees. A recent off shoot of EEO is the American with Disablities Act (ADA). ADA has created a need for new policies and procedures in accommidating employees with handicaps and disabilities. The emerging legal view that Acquired Immune Deficiancy Syndrome (AIDS) is a handicap brings policy questions about AIDS testing to the forefront. There is great potential for conflict in providing for the needs of other employees and creates an HRM channel that must be carefully navigated. Benefit plans that are regulated by the Employee Retirement Income Security Act (ERISA) require special attention. Companies must be prepared to provide resources that not only offer such plans but also impeccably manage those employee benefit plans. Failure to do so will lead to subsequent suits by employees challenging plans that are out of compliance with ERISA disclosure, reporting and fiduciary standards are problematic. Governemnt regulation is also partly responsible for shifting attention from union group representation to regulations and policies that emphasize the rights of individual employees. It is mandatory that this factor be taken into consideration in personnel planning and policy making. The role of unions as bargaining units is on the decline and will continue to diminish as bargaining relationships become increasingly stable. This translates to decreased strike activity and fewer actions filed with the National Labor Relations Board (NLRB). While that is a positive outcome the trade-off must be recognized, prepared and accounted for. While businesses will see fewer strikes, they can expect to see increasing numbers of employment-at-will and wrongful discharge suits. An additional considertion affects employers who contract temporary employees. This practice is experiencing an increasing number of suits by temporary employees alleging unlawful activity. This surely influences staffing policy decisions. It should come as no surprise that such pressures have created the need for a greater emphasis on the human aspect of business. With something so seemingly obvious the qustion is why hasn't this human aspect been addressed before? It may be due, in part, to the tendency to educate, develop, and train managers to fixate on analytical and technical aspects while assuming that â€Å"business as usual† in dealing with employees was sufficient to promote productivity. So why are companies now hoping to find solutions to business problems in the human side of enterprise? The answer lies in part to growing societal pressures. Concern over the condition of blue-color jobs in the 1930s, as well as civil rights and equal opportunity legislation in the 1960s and 1970s, has paved the way to revamping HRM policies to recognize and respond to shifting social values. More simply put, other approaches to improve employee productivity and organizational effectiveness haven†t worked. (9) The area of single most impact on worker performance lies outside of the work environment. Family needs are the primary cause of absenteeism, tardiness, and lower productivity. (9) The here are several factors creating this phenomena. First there is the steady flow of women into the work place. In 1970, 20.2% of women worked outside the home. That figure grew to 73.8% in 1995. The increase in two career couples has assisted families in reaching financial stability and filled a need for personal satisfaction. It has also, however, created a void in care giving that was traditionally a woman†s role. Another major cause of family issues impact is the increasing number of single parent homes. Single parent homes have grown from 12% in 1970 to 49.8 % in 1995. (10) As the sole burden of child rearing is placed on a worker, childcare arrangements, school obligations, and childhood illnesses are far more likely to interfere with attendance and productivity. Another social phenomenon, which strains workers and, in turn, disrupts the workplace, is increasing longevity. As the population grows older the phenomena of living longer allows workers the luxury of postponing marriage and having children. It†s relatively common today for couples to postpone their first child until their late thirties or early forties, a time formerly used for the preparation of an empty nest. Instead of retiring to grandparenthood these later in life parents are dealing with teenagers and how to get them through college. A large percentage of the workforce now finds itself in the position of not only having children to care for, but elderly parents as well. Add to the list of family pressures the moral and financial obligation workers must contend with in providing for the wellbeing of two generations. The American worker is now faced with a double whammy in the attempt to meet family needs. When looking at the increasing longevity of the workforce, one must consider that piece of the big picture which has to do with the rate that people retire. It†s estimated that within the next twenty to thirty years the retirement age in developed countries will, by necessity, move up to seventy-nine or so. Seventy-nine, in terms of health and life expectancy, correlates with the age of sixty-five and the health and life expectancies of 1936, when the United States, the last western country to do so, adopted a national retirement plan (Social Security). (11) As America continues to gray, a significant percentage of the work force will develop unprecedented needs that are geriatric in nature, impacting worker expectations of benefit packages. The question facing business in the future is determining what that age and experience are worth in terms of monetary compensation and benefits. This is a dilemma currently being faced by the Armed Forces, with many branches finding themselves to be top heavy with senior officers. The funding resources dedicated to personnel are not distributed in a fashion that attracts and retains military members, seriously jeopardizing the productivity of military organizations. (12) This is relevant in that many private organizations as well as public and government agencies are finding themselves in the same position. Retirement Incentive bonuses have become common place and are a primary tool used by organizations to cull the workforce. Will this remain a viable means of thinning an aging workforce? In addition to family pressures, and salary and benefits needs, there is a growing concern throughout the nation†s work force concerning quality of life. While benefits and compensation are key to employee satisfaction, and therefore productivity, a strong value is placed on the emotional satisfaction one finds professionally. These emotional perks come out of all areas, and are as solid as additional training and added responsibility or as intangible as recognition, appreciation, and creativity. (13) Business must take into account the social implications of such information, as it becomes essential to address staff needs and to determine successful strategies that should surround any HRM policy. The management of human resources centers on a single basic function of the management process: staffing. The HRM professional is charged with matching the right person to the job. While recruitment is an exacting area of HRM, a more significant piece of employee productivity lies in motivation. Motivation methods are key to fashoning successful HRM models. Motivation is a deceptively simple concept but probably one of the most complex components of human resource management. Motivation is simple in terms of human behavior. People are basically motivated or driven to behave in ways that they find rewarding. So the task seems easy; just find out what they want and hold it out as a possible reward or incentive. It becomes complex when trying to find a universal incentive in a very diverse workforce. What has value to worker A may be meaningless to worker B. And what has value at one point in time may become insignificant at another. For example, everyone has a need to eat. A big steak dinner, as an incentive to succesful completion of a task, is motivation – as long as your hungry! Had you just eaten, a steak dinner would hold no interest . An additional factor in the motivation equation has to do with the reality of obtaining the reward. Telling a person that they will be promoted to sales manager if sales in that jurisdiction increase is empty if that task is percevied as virtually inpossible. Two conditions must be met for motivation to occur, according to Vroom's expectancy theory of motivation. First the value of the particular outcome (such as recieving a promotion) is very high for the person and, secondly, the person feels that there is a reasonably good chance of accomplishing the task at hand and obtaining the outcome. This is the process of motivation. (14) Theories of motivation center on a a single basic question: what do people want? Abraham Maslow states that humans have five basic categories of need; physiological, safety, social, ego, and self-actualization. These needs have been arranged in order of there importance to humans. When the basic physiological needs, food, drink, etc., are met, they no longer serve as motivation. Instead, those urges toward safety, i.e., protection and security, become the driving force. Human beings move up this needs ladder as basic needs are met. Frederick Herzberg has divided Maslow's hierarchy into two planes, the lower meeting physiological, safety and social needs, and the higher meeting those needs surrounding ego and self actualization. Herzberg believes that the best motivation lies in satisfying those higher level needs. Based on his studies, Herzberg believes that factors that satisfy lower level needs, which he identifies as hygiene factors, are markedly different from those, reffered to as motivators, that satisfy higher level needs. Herzberg states that if hygeine factors are inadequate workers will become disgruntled, but once satisfied there is no incentive to perform. Therefore, hygiene factors are necesary for preventing dissatisfaction, but very inefficient in encouraging motivation. Job content, however is the source of motivating factors. Opportunities for achievement, recognition, responsibility, and more challenging jobs motivate employees. Motivating factors work because they appeal to higher level needs that are never completly satisfied. According to Herzberg, the best way to motivate employees is to build challenge and opportunities for achievement into their jobs. Herzberg reffers to this method of applying his theory as job enrichment. Basically, job enrichment consists of building motivators like opportunity for achievment into the job by making it more interesting and challenging.

Collaborative Ethnography Essay - 1629 Words

Introduction Postmodern anthropology can be described as a method to write about cultures in a certain way, by scrutinizing and interpreting the information gathered. Postmodern ethnographers believe that it is the way we interpret information that must be studied and that the voice of societies should be advocated through an informant. They also believe that to do this the use of collaborative ethnography is of vital importance. Collaborative ethnography is a relationship between ethnographers and informants. This, however, could be a team of ethnographers observing and studying a society, it could be a couple of ethnographers and more than one informant or it could be an ethnographer and his/her students. There are many different ways†¦show more content†¦For instance if one anthropologist were to observe a society, the way he/she interprets the information they are receiving could be different to that of a colleague. Nevertheless if they were to both construe the same data and amalgam ate them together, their research and observations would become more reliable and relevant to that of the society. Lassiter suggested that such collaboration between individuals is already natural in the ethnographers’ field, but should be embraced more literally; he stated that collaborative ethnography is â€Å"ethnography that builds on the cooperative relationships already present... between ethnographers and informants/consultants† (Lassiter, 2008, page 73). Through having a rapport with someone allows agreements and information to be shared easily. It is important to work with colleagues and informants as it gives a broader set of knowledge, it also allows for the societies point of view and culture to be put across accurately. In Alberto Bursztyn’s book The Praeger handbook of special education (2007, page 180) he describes the transition of collaborative ethnography from anthropology to academia, stating that the use in both areas is important to the st udy’s â€Å"validity, reliability and overall rigor†. Bursztyn also looks at previous team work within anthropological background, mentioning the ‘husband and wife’ teaming of theShow MoreRelatedEthical Dilemmas, Collaborative Work, And Multi Sited Ethnography3896 Words   |  16 PagesCOVER LETTER? Ethical Dilemmas, Collaborative Work, and Multi-sited Ethnography: A reflection on anthropological research in museums I had the opportunity to conduct a collaborative research project designed formulate a better understanding of diverse research methods within Anthropology. My group was made up of four members. We agreed from day one that we would focus our research around museums. We all had our own research we wanted to conduct within museums. 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Partial Pressure Definition and Examples

Risk Management ( Crown Challenger Services - Kitchen...

Kenneth Ross Jason C. Sy BIC03816 Assessment Task 2 – Project Part 1 ï  ¶ Risk Management (Crown Challenger Services – Kitchen Cleaning) When you are working at the cleaning industry of Crown they all fall under one Policy when it comes to risk management and it can also be applied in other areas not just the kitchens. During my induction and interview they asked me a series of question. Most of the questions revolved around safety and security for yourself and your fellow workmates. I learned most of these safety procedures from an online course all the new employees are required to take and accomplish. After the course you are required to complete a test with an overall mark of 100% so you have to really focus your attention and effort†¦show more content†¦If it is activated, leave the kitchen IMMEDIATELY. Pulling the lever next to the door by the large sinks can also activate this system. There is also a fire emergency exit procedure/plan posted on the walls near the doors in the kitchen. Please review the various emergency exits before you begin your event and explain to the remaining kitchen staff. Hour s of Operation the kitchen doors (3) must remain locked at all times due to safety and liability issues. Upon approved request to use the kitchen, the Maintenance staff at the Kitchen for you. 4. When you start your work for the kitchen you are given your staff ID which can open any door at Crown, you must not lose it Report it immediately if you do because anyone who finds it and uses it without your knowledge can have access to any area at Crown which will pose a security breach endangering the lives of the customers and other staff. 5. Always consult with your supervisor if unsure about doing a task 6. All staff must know the emergency number, be aware of the exit plans when an emergency or crisis arises, and report to the proper authorities of any suspicions activities. The kitchen at Crown is for the use and enjoyment of members organizations. Your help is needed and expected to keep and maintain this facility in an excellent condition to provide safe food service to all who use it. This is just a simple guide designed to provide you with all the information you will need to have access to the kitchens.Show MoreRelatedStephen P. Robbins Timothy A. Judge (2011) Organizational Behaviour 15th Edition New Jersey: Prentice Hall393164 Words   |  1573 PagesYork San Francisco Upper Saddle River Amsterdam Cape Town Dubai London Madrid Milan Munich Paris Montreal Toronto Delhi Mexico City Sao Paulo Sydney Hong Kong Seoul Singapore Taipei Tokyo Editorial Director: Sally Yagan Director of Editorial Services: Ashley Santora Acquisitions Editor: Brian Mickelson Editorial Project Manager: Sarah Holle Editorial Assistant: Ashlee Bradbury VP Director of Marketing: Patrice Lumumba Jones Senior Marketing Manager: Nikki Ayana Jones Senior Managing Editor: JudyRead MoreLogical Reasoning189930 Words   |  760 Pageshave Giardia. Ill take the first drink. Juanita winces. No, don’t do that, she says. Lets just pack up and go home. When you ask her why, she explains that a friend of hers got Giardia and had a bad experience with it. She doesnt want to risk having the same experience. When you hear the details, you understand why. The symptoms are chronic diarrhea, abdominal cramps, bloating, and fatigue. Also, she says, the park signs about Giardia are probably posted because the organisms cannot

Pacific Medical Supply Company Free Essays

PACIFIC MEDICAL SUPPLY COMPANY| Case 6| | Submitted to | Samy AhmedFaculty Member: MKT 445Sales Management| Submitted by| Medhad Nasser Chowdhury082735530Section : 01| 3/24/2013| Case Background Pacific Medical Supply Company was a prominent supplier in the southern California region. They used to supply medical instruments and all other itineraries using a distribution channel consisting of sales commission based Sales force. Jim Shine, the owner of Pacific Medical, started off his career with a background of a salesman at a beach application store. We will write a custom essay sample on Pacific Medical Supply Company or any similar topic only for you Order Now His first venture into the medical supplies business commenced in a garage and slowly climbed up to be a fully fledged business covering Southern California meaning major cities such as Los Angeles. With the company growing big Jim’s role moved from sales rep to sales manager to now in a position where he focuses into the whole companies operations. Jim had adopted a business model which ensured the company to be in the profit side of the margin. Then there was the Jim’s sales commission policies which clearly stated how the commission percentage was set. He also had a major list which stated how the sales commission would be structured. Everything seemed fine till Jim employed his most recent and the youngest sales employee, a young business grad female person, named Nicole Landis. Nicole was very good at her job as a sales rep and brought a different meaning of the sales commission. She worked hard and climbed up the ladder in making more revenues for Jim and consequently commission for herself. Jim saw his projected figures going up my immense degree and was glad he made the decision in hiring Nicole but as time passed, Nicole’s achievement increased so did the negative perception by the other employees. Soon came a scenario where Jim realized his sales force was in jeopardy and he had failed in the sales manager’s role. Case Analysis Nicole Landis, the youngest sales person in Jim’s sales force channel, was a young marketing graduate who had evolved into the best salesperson with the highest sales figure consequently making the highest annual sales commission. Nicole was a natural in sales if there ever was one. She could bond and rapport with anyone from purchasing agents to direct customers. Her sales style was to nurture her customers by being honest and prepared. She approached her sales role as an expert consultant who could solve customer’s problems and fulfill needs with her products. Nicole basically put a tick on all the best traits a salesperson could have: Jim Shine’s business model was excellent as per the business’s requirement. He took up the opportunity of Chinese products having very low cost and a high margin of profit. The 80-20 profit model was formed where only 20 percent of the products sold had a 80 percent profit margin. His business model was designed with excellence with a vision very well stated. Jim Shine had his business running with a sales force for a distribution channel. He believed his sales commission structure was well to do till one of his employees Nicole Landis maximized her sales productivity and cracks started being visible in Jim’s commission structure. It was seen, while making the structure Jim put up lucrative commission percentages on high quantity of products sold as he never thought any employee would outperform those sales targets. Jim Shine never realized a sales manager’s role stands very effective if there is an unbalance in the sales force. He found Nicole’s extravagant performance very superb as with the sales figures running high his profits increased consequently. Jim made sure all operations were going smooth nevertheless moving a long way from his Sales Manager’s Role. His whole sales force was getting jeopardized and the companies alignment was getting weaker. Case Conclusion First Jim Shine should strengthen his Sales managerial role and bringing in stability in his Sales force. He should look into Nicole’s situation and bring about a sustainable decision where his best employee Nicole can be retained. He should see if he himself is capable in sustaining the sales managerial role or he should look for a new manager. He should see how can he bring the traits seen in Nicole into the other employees. He should balance the two ideas of making Nicole a manager or bring about a complete re-engineering in his sales commission structure. How to cite Pacific Medical Supply Company, Papers