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Sales Management 11

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Sales Management 11 Sales Management Leadership and Supervision Leadership Using influence with other people through communication to achieve goals/objectives. – PowerPoint PPT presentation

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Title: Sales Management 11


1
Sales Management 11
  • Sales Management Leadership and Supervision

2
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!!
3
Supervision
  • Routine, Day-to-Day control
  • PART of Leadership, not all of it

4
Variables Related to Performance and Job
Satisfaction
  • Task-Specific Self-Esteem
  • Linked to improved performance and job
    satisfaction
  • Organizational Commitment
  • A psychological bond to the organization
  • Demonstrated by behavior over time
  • Formalization
  • The extent to which work activity is directed by
    rules, regulations, commitment
  • Work Alienation
  • Psychological separation from the activities of
    the job
  • Job Involvement
  • Strong attachment of the salespeople to the job
    itself

5
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

6
Three Leadership Models
  • Leader-Member Exchange (LMX)
  • a) Manager and Salesperson influence each other
  • b) Unique relationships with each dyad
  • Transformational Leadership
  • Leaders charismatic, inspirational, mission
    driven
  • Change Agent new ideas, new methods
  • Behavioral Self-Management (BSM)
  • Self-Imposed planning, behavior, evaluation,
    rewards punishment.
  • Salespeople can work w/o constant supervision,
    more enthusiastic by being in control

7
Factors Affecting Sales Managers Leadership
Effectiveness
  1. Power Manager/salespeople/others
  2. Situational
  3. Needs wants of salespeople
  4. Goals Objectives of Salespeople/Company
  5. Managers Leadership Skills

8
Power
  • 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.

9
Situational 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

10
Needs Wants of Salespeople
  • Important if not using coercive power
  • Each person has unique in needs
  • Some respond to
  • Some to praise
  • Some to challenge
  • Although difficult, try to meet individual needs
  • May be limited by span of control

11
Goals and Objectives
  • Life is easier if salespeoples needs align with
    organizations goals and objectives
  • Can learn what salespeople want by asking
  • Workshops, interviews, surveys
  • Discover their long and short term goals
  • Show how individual goals can be achieved by
    pursuing company goals

12
Leadership Skills
  • Anticipation/Seeking Feedback, MBWA
  • Diagnostic Skills Problem vs. Symptoms
  • Selection/Matching Use right tool _at_ 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.

13
Coaching Ethics
  • Coaching
  • Role Model/Development
  • Outcome and Cognitive Feedback
  • Meeting Ethical/Moral Responsibilities
  • Immoral, Amoral, Moral Management
  • (See Exhibit 7.5, pg. 197)

14
Coaching
The continuous development of salespeople through
supervisory feedback and role modeling.
Suggestions for affective coaching include
  • Take a we approach
  • Address only one or two problems at a time
  • Dont 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

15
Approaches to Management Ethics I
  • Immoral Management
  • Intentional 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
    companys gain.

16
Approaches to Management Ethics II
  • Amoral 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.

17
Approaches to Management Ethics III
  • Moral 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 standards
  • Management wants to succeed but only within the
    confines of sound ethical precepts.

18
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19
Ethical Moral Responsibility
  • Code of Ethics
  • Personal
  • Corporate
  • Professional
  • Societal
  • Morally Questionable Managerial Acts
  • Non Role Acts Cheating on expense report
  • Role Failure Not acting as you should
  • Role Distortion Bribery, Price Fixing

20
Meeting Ethical andMoral Responsibilities
21
Nonrole
22
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23
Role Failure
24
Meeting Ethical andMoral Responsibilities
Type
Direct Effect
Examples
25
Problems in Leadership

The Constant Criticizer
26
Problems in Leadership
  • Conflicts of Interest - Boundary Spanners _at_ Risk
  • Chemical Abuse Affects professionalism
  • Disruptive Personnel Jerks, Mavericks, Apathy
  • Termination Unpleasant, but necessary _at_ Times
  • Sexual Harassment Remarks, Comments, Threats,
    Jokes, Physical/Visual Actions, Innuendos
    (Currently 1/3 of all EEOC complaints are for
    sexual harassment.)

27
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