Essays on Developing and Managing Effective Teams Coursework

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The paper "Developing and Managing Effective Teams " is a great example of management coursework.   Various organizations apply different management and leadership methods that are based on theoretical perspectives. Major management theories include scientific and humanistic theories, and in leadership, there are transformational and situational leadership. With these, direct applications remain largely elusive as no single theory applies completely without borrowing from another or applying contradictory principles. As such, in this report, the goal is to analyse the management of the sales department in accordance with the various theories applied and the differences arising in the application.

In addition, there are recommendations as to how best the department can be run to increase efficiency and incorporate best practice for achievement of organizational goals. Besides this, it includes deviations from the theory and the reasons for their existence, all based on various management and leadership theories. Analysis Working for the sales department reveals certain aspects of effective and defective management that are often backed by various theories. Sales departments often bear part of the largest burden in an organization due to their requirements to meet quotas divided amongst employees.

As an employee, the most effective method applied in the department required that each employee in the department focus on the work process and not on personal matters and characteristics. The above emanates from scientific management theories by Taylor (2007) suggesting that the entire work process should be bound to efficiency in productivity to the needs of the employees. As such, the department tends to focus on this by including in the service charter that the organization goals come first and must be met at any given time.

Similarly, the department follows this up by exploiting the individual characteristics of the employees through the application of various extra qualifications for the job. For example, based on the job description, as a salesperson, one is made to make calls to French-speaking clients. This is where the employee only has basic qualifications in French lingual competence. In addition, the department’ s needs come first before the needs of the employee, in that at no given time may employees take leave without having a replacement and making up for a lost time.

The above is also based on scientific management, where work must logically flow from one person to the next (Guillen, 2006). As a salesperson, my role involved pitching products, cleaning products to clients, and this boiled down to making calls based on the rest of the team identifying potential buyers. Without a logical flow, there exists no single best way to reach out to the clients since the job would be left to the salesperson to identify and makes calls to the potential clients. The single best way was the centralisation of work to the entire department with individuals set to their roles and each has to follow the path set out lest disrupt the working of the entire department.

According to Singla (2001), the above management theory in practice remains effective due to the working conditions it advocates. As such, the scientific theory of management calls for the running of an organization of departments only after the best conditions of work have been met to increase efficiency. The department in question had reward schemes based on the number of calls made beyond the designated quota per employee.

The proceeds to the respective employees in an effort to exert motivation on those lagging behind on successful call quotas. For those seeking potential buyers, call quotas are shared between them and the callers. In addition, there is little wastage in the department with regard to time due to good quality equipment and integrated systems that ease work from identification to call centres and all the way to monitoring individual sales. The above also applies to job attendance and leave application systems to ensure appropriate replacements and scheduling of duties.


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