Case "Analysis of behavior strategies"
Content: Keys_strategii_povedenia_1 (2).docx (17.47 KB)
Uploaded: 30.06.2023
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situation
Firm "Heracles" is engaged in the import of food products and wholesale deliveries to retailers. It has a sales department whose task is to carry out sales transactions with customers - retailers. The department is faced with the task of increasing annual turnover by at least 30%. The company operates in a highly competitive market, customers have the opportunity to choose a supplier, so sales managers have to work very hard. The firm has been in existence for several years, and therefore each of them has an established network of clients. On its support takes the bulk of the working time and effort. In addition, the task of increasing turnover requires the search for new distribution channels.
About a year and a half ago, the department hired another employee for the position of manager. A well-educated, erudite and not without charm young man quickly entered the team. A circle of youth formed around him, united by common sports interests. Part of the client base was transferred to him, but it was not enough to fulfill the planned targets. Therefore, he had to direct his efforts mainly to finding and attracting new customers. With an average level of development of communication skills and little experience in this market, the new employee coped with his tasks at the threshold of acceptability. He expended much more effort to get the same results that experienced managers achieve with ease. The head of the department several times pointed out to him miscalculations and omissions in his work. Since the salary in the company depends on the volume of sales, then his earnings were lower than those of other managers showing better results. But this employee had the impression that the head of the department was biased towards him, evaluating his merits unfairly. At first, the offended person limited himself to "behind the scenes" manifestations of his discontent, and then took an openly confrontational position. Several times, in the presence of other employees, he reproached the head of the department for petty nit-picking, spoke skeptically about his ability to manage the department, and scathingly criticized his orders. Attempts by the head of the department to find out the relationship were not successful. There was a split in the team of the department, since some of the young employees clearly sympathized with their colleague and were ready to take his side if the conflict developed.
Generalized formulation of the problem
1. Choose on behalf of which participant you will analyze this situation, indicate your choice - Head of Department (The choice is motivated by an interest in making a fair decision in working with young subordinates, since young employees can make original decisions in the work)
Firm "Heracles" is engaged in the import of food products and wholesale deliveries to retailers. It has a sales department whose task is to carry out sales transactions with customers - retailers. The department is faced with the task of increasing annual turnover by at least 30%. The company operates in a highly competitive market, customers have the opportunity to choose a supplier, so sales managers have to work very hard. The firm has been in existence for several years, and therefore each of them has an established network of clients. On its support takes the bulk of the working time and effort. In addition, the task of increasing turnover requires the search for new distribution channels.
About a year and a half ago, the department hired another employee for the position of manager. A well-educated, erudite and not without charm young man quickly entered the team. A circle of youth formed around him, united by common sports interests. Part of the client base was transferred to him, but it was not enough to fulfill the planned targets. Therefore, he had to direct his efforts mainly to finding and attracting new customers. With an average level of development of communication skills and little experience in this market, the new employee coped with his tasks at the threshold of acceptability. He expended much more effort to get the same results that experienced managers achieve with ease. The head of the department several times pointed out to him miscalculations and omissions in his work. Since the salary in the company depends on the volume of sales, then his earnings were lower than those of other managers showing better results. But this employee had the impression that the head of the department was biased towards him, evaluating his merits unfairly. At first, the offended person limited himself to "behind the scenes" manifestations of his discontent, and then took an openly confrontational position. Several times, in the presence of other employees, he reproached the head of the department for petty nit-picking, spoke skeptically about his ability to manage the department, and scathingly criticized his orders. Attempts by the head of the department to find out the relationship were not successful. There was a split in the team of the department, since some of the young employees clearly sympathized with their colleague and were ready to take his side if the conflict developed.
Generalized formulation of the problem
1. Choose on behalf of which participant you will analyze this situation, indicate your choice - Head of Department (The choice is motivated by an interest in making a fair decision in working with young subordinates, since young employees can make original decisions in the work)
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