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Changing a Promotion System
What is the likely cause of CSD's problems? This is implicit in how Tom Caldwell's replacement struggles to attain results in his role. Of the many sectors of B2B marketing and selling, manufacturers struggle most often with standardizing selling processes, ensuring smooth and profitable transitions from one sales representative or manager to the next (Rajagopal, Rajagopal, 2008). The lack of consistency of process is undermining Tom's replacement and paradoxically also is hindering his performance as a sales manager. Bioglass at a corporate level and CSD specifically need to put into place entirely new, standardized sales processes to ensure the success of their CSD division and company overall. In conjunction with the training that Tom needs to excel at his job, Bioglass needs to define more effective…
The problems in the Commercial Sales Division (CAD) aren't Tom's; they are the lack of succession planning, management and leadership training offered by the company. It can be inferred from the case study that Bioglass at a corporate level and CSD specifically lack the necessary training to ensure high achieving sales personnel step into a leadership role. This is a common problem across many business-to-business (B2B) enterprises who highly value sales performance yet perennially struggle with how to turn it into excellent leadership (Butler, Reese, 1991). As the book indicators, many enterprises settle for a mediocre level of performance when it comes to leadership overall, and this is especially the case in the area of sales as high achieving individual performers often struggle with the transition into management (Heneman III, Judge & Kammeyer-Muller, 2012).
Bioglass in general and CSD specifically have to define a more effective sales planning, execution and management process if they are going to succeed in the short-term. Part of any sales planning process alone is the need for defining analytics, key performance indicators (KPIs) and metrics of performance that capture individualized and group-based performance (Rajagopal, Rajagopal, 2008). From this baseline of performance, Bioglass can better manage its many divisions, including CSD.
Second, Bioglass has no clear idea of the balance of qualitative and quantitative attributes and factors that will lead to success in a management or leadership position in their company today. Too often high achieving sales professionals are promoted based on their ability to consistently meet and exceed quotas, with little thought to how transferrable their skills sets are or how adept they are at coaching and nurturing other sales professionals to higher performance
(Butler, Reese, 1991). This is a common problem with B2B enterprises specifically, who often equate exceptional sales performance with the ability to lead (Rajagopal, Rajagopal, 2008). What is needed is a more consistent, methodologically-sound approach to defining promotion criterion for each specific management and leadership role in the company. There also needs to be a balance of qualitative and quantitative factors taken into account in defining these positions as well. In summary, Bioglass in general and CSD specifically need to define a taxonomy of the most critical factors for managerial and leadership success, then ensure their alignment to the current and future needs of their business model and go-to-market strategies (Rajagopal, Rajagopal, 2008). This is often one of the
Changing role of HR management in response to trends in globalization, technology, diversity, e-Business, and ethics Human resources management of any organization has many functions which it continues to perform. One major function is that is provides the organization with the necessary human resources for it to continue in its day-to-day activities. The business environment in which companies operate is quite dynamic and is exposed to various internal and external factors
Change Management Plan for Palms West Hospital (PWH) The Palms West Hospital (PWH) plans to implement a change to the use of Electronic Medical Records (EMR). Implementation of this change will require leadership to examine barriers to implementation of the system including overcoming resistance to change among personnel. The hospital is a major employer in surrounding areas. Implementation of EMR will allow the hospital to transfer medical records quickly and easily
Change Management in Public Organizations Change management involves an organization moving through adjustments to bring it into a different point in its development (Anderson & Anderson, 2001). Companies are almost always changing and growing, but when change management is involved these changes are calculated and they take place in a planned way. The goal is to move the company forward so that it can continue to grow and develop with the
Fast food markets cater to those who live fast-paced, busy lives, and many people make quick decisions to eat fast food when they're on the road. Commercials using the college-aged Jared should appear in a limited capacity on television, but in a greater capacity on the radio. The spokesperson should use the commercial in order to compare Subway's prices with those of other fast food restaurants while distancing the
There are a few key points of differentiation that make the bracelet program unique. It is the first program that allows live tracking. Existing programs can do little more than identify a child once they have been found. The current systems in place for finding lost or kidnapped children still rely on eyewitnesses for success. The bracelets work even in the absence of such eyewitnesses. Another area where the bracelet
Change Cycle in an Organization: As literature (Anderson 2001, Gelinas 1998, Olson 2001, Smith 1997) refers that process of organizational change starts from establishing a committed leadership through the need for and vision of the change to taking action, supervising the improvement and closing out the change. The basic organization change cycle is as under: Launching A Committed Leadership: Here we need to share stories within the organization about the need of change,