sales management 11
DESCRIPTION
Sales Management 11. Sales Management Leadership and Supervision. Leadership. Using influence with other people through communication to achieve goals/objectives. Like moving a rope: easier to pull than push. Dwight D. Eisenhower. FOLLOW ME!!. Supervision. Routine, Day-to-Day control - PowerPoint PPT PresentationTRANSCRIPT
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Sales Management 11Sales Management 11
Sales Management Leadership and Supervision
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LeadershipLeadership
Using influence with other people through communication to achieve goals/objectives.
Like moving a rope: easier to pull than push. Dwight D. Eisenhower
FOLLOW ME!!
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SupervisionSupervision
Routine, Day-to-Day control
PART of Leadership, not all of it
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Variables Related to Variables Related to Performance and Job Performance and Job SatisfactionSatisfaction
Variables Related to Variables Related to Performance and Job Performance and Job SatisfactionSatisfaction
Task-Specific Self-EsteemLinked to improved performance and job satisfaction
Organizational CommitmentA psychological bond to the organizationDemonstrated by behavior over time
FormalizationThe extent to which work activity is directed by rules, regulations, & commitment
Work AlienationPsychological separation from the activities of the job
Job Involvement Strong attachment of the salespeople to the job itself
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LEADERSHIP LEADERSHIP
"Our chief want is someone who will inspire us to be
what we know we could be."Ralph Waldo Emerson (1803 - 1882)
American writer and activist
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Three Leadership ModelsThree Leadership Models1) Leader-Member Exchange (LMX)
a) Manager and Salesperson influence each otherb) Unique relationships with each dyad
2) Transformational Leadershipa) Leaders: charismatic, inspirational, mission drivenb) Change Agent: new ideas, new methods
3) Behavioral Self-Management (BSM)a) Self-Imposed planning, behavior, evaluation,
rewards & punishment.b) Salespeople can work w/o constant supervision,
more enthusiastic by being in control
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Factors Affecting Sales Manager’s Leadership Effectiveness
Factors Affecting Sales Manager’s Leadership Effectiveness
1) Power: Manager/salespeople/others2) Situational3) Needs & wants of salespeople4) Goals & Objectives of Salespeople/Company5) Manager’s Leadership Skills
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PowerPower
Expert Power: Knowledge Based Referent Power: Similarity, Friend, Role-Model Legitimate Power: Role, Position Reward Power: Ability to give reward for action Coercive Power: Ability to remove rewards or to
punish for wrong action/inaction.
Power is in the eye of the beholder.
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Situational FactorsSituational Factors Traits: Personality traits of an effective leader
Behavior: Behaviors associated with an effective leader
Contingency: Interaction between situational and other factors
Situational Factors: Time constraints, the nature of
the task, and the history and norms of the organization
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Needs & Wants of SalespeopleNeeds & Wants of Salespeople
Important if not using coercive power Each person has unique in needs
Some respond to $Some to praiseSome to challenge
Although difficult, try to meet individual needs May be limited by span of control
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Goals and ObjectivesGoals and Objectives
Life is easier if salespeople’s needs align with organization’s goals and objectives
Can learn what salespeople want by askingWorkshops, interviews, surveys
Discover their long and short term goals Show how individual goals can be achieved by
pursuing company goals
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Leadership SkillsLeadership Skills
Anticipation/Seeking Feedback, MBWA Diagnostic Skills: Problem vs. Symptoms Selection/Matching: Use right tool @ right time Communication
Influence Strategies: Threats, Promises, Persuasion, Relationships, and Manipulation
Communication Mechanisms: Phone, Fax, Memo, Report, Intranet, Email, List-Serve, Cell, Voice Mail, etc.
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Coaching & EthicsCoaching & Ethics
CoachingRole Model/DevelopmentOutcome and Cognitive Feedback
Meeting Ethical/Moral Responsibilities Immoral, Amoral, Moral Management (See Exhibit 7.5, pg. 197)
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Take a we approach Address only one or two problems at a time Don’t focus on criticizing poor performance, reinforce good
performance Foster involvement Recognize differences in salespeople and coach accordingly Coordinate coaching with more formal sales training Encourage continual growth and improvement Insist salespeople evaluate themselves Obtain agreement with respect to punishments and rewards Keep good records
CoachingThe continuous development of salespeople through supervisory feedback and role modeling. Suggestions for affective coaching include:
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Approaches to Management Ethics I
Immoral ManagementIntentional and consistent management activity conflicting with what is moral (ethical).Exploits opportunities for corporate gain. Cuts corners when it appears useful.Seeks profitability and organizational success at any price.Selfish. Management cares only about its or the company’s gain.
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Approaches to Management Ethics IIAmoral Management
Management activity that is neither consistently moral or immoral . . . Decisions lie outside the sphere to which moral judgments apply.Give managers free rein. Personal ethics may apply but only if managers choose. Respond to legal mandates if caught and required to do so.Seeks profitability. Other goals are not considered.Well-Intentioned but selfish in the sense that impact on others is not considered.
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Approaches to Management Ethics IIIMoral Management
Management activity conforms to a standard of ethical or moral behavior.Live by sound ethical standards. Assume leadership position when ethical dilemmas arise. Enlightened self-interest.Seeks profitability within the confines of legal obedience and ethical standardsManagement wants to succeed but only within the confines of sound ethical precepts.
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Ethical & Moral ResponsibilityEthical & Moral Responsibility Code of Ethics
PersonalCorporateProfessionalSocietal
Morally Questionable Managerial ActsNon Role Acts: Cheating on expense reportRole Failure: Not acting as you shouldRole Distortion: Bribery, Price Fixing
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Meeting Ethical andMoral Responsibilities
Nonrole Against the firm • Expense account cheating• Embezzlement• Stealing supplies
Type Direct Effect Examples
RoleFailure
Against the firm • Superficial performance appraisal
• Not confronting expense account cheating
• Palming off a poor performer with inflated praise
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NonroleNonrole
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Role FailureRole Failure
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Meeting Ethical andMoral Responsibilities
Type Direct Effect Examples
Role Distortion
For the firm • Bribery• Price fixing• Manipulation of suppliers
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Problems in LeadershipProblems in Leadership
The Constant Criticizer
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Problems in LeadershipProblems in Leadership
Conflicts of Interest - Boundary Spanners @ Risk
Chemical Abuse – Affects professionalism
Disruptive Personnel – Jerks, Mavericks, Apathy
Termination – Unpleasant, but necessary @ Times Sexual Harassment – Remarks, Comments, Threats,
Jokes, Physical/Visual Actions, Innuendos (Currently 1/3 of all EEOC complaints are for sexual harassment.)
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