5 Do the team get enough of a say in decision making? 8 CASE STUDY 74...
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5 Do the team get enough of a say in decision making? 8 CASE STUDY 74 The new boss NIGEL FRASER Title: Manager Nationality: English Age: 32 BES!!! Background Business Equipment and Systems (BES), based in Birmingham, England, sells fax machines, data projectors and slim plasma screens. Eighteen months ago, its national Sales Manager, Vanessa Bryant, moved to a senior management position. Her replacement, Nigel Fraser, has been told to increase turnover by at least 10% and to create a high-performing sales team. However, since Nigel's appointment the team has not been working effectively and morale is low, Last year's sales were over 20% below target. The sales team has a mix of nationalities because BES intends to enter other European markets in the near future. Problems 1 Nigel has asked for more detailed sales reports from his team and wants to check their diaries every two weeks. The more experienced staff resent this. 2 To set clear objectives and improve communication, he holds more meetings. However, some staff are often late or don't attend, and two or three people dominate the discussions. 3 When targets are not met or customers complain, staff blame each other or other departments. They never take responsibility for mistakes. 4 Because of rivalry between individual members, they do not help each other. Some actively dislike each other. 5 The team become defensive if outsiders make helpful suggestions. They lack creativity and can't accept criticism. NIGEL FRASER A "whiz kid". Previously worked for a business equipment chain. Ambitious and creative with a direct, 'no-nonsense' approach. Task-oriented, he sees his main objective as meeting sales targets. Very disappointed with current sales performance. Believes the team needs to be controlled more tightly and is underperforming because of bad habits acquired under Vanessa Bryant. 6 Nigel often praises his previous company and colleagues, while the team talk about 'the good old days when Vanessa was Sales Manager. Task You are directors of BES. Discuss the problems and consider: a) what advice you should give Nigel. b) what action, if any, you should take. Use these questions as a guide. 1 Should Nigel approach team members individually? What should he say? 2 Should he remove one of the team? If so, who? 3 Should you replace Nigel with an existing team member? 4 How will you build on the team's strengths? How will you deal with its weaknesses? 5 Do the team get enough of a say in decision making? Writing Either: Write a letter to the Managing Director of BES outlining your solution to the problems. Or: You are a sales manager. The behaviour of one of your salespeople is upsetting the others in the team. Write a letter warning them about their conduct and indicating where improvements should be made. Writing file page 138 Team building The sales team ELIANA PETRIDES JOHAN NIEDERMEISTER Fax machines Dutch, aged 35 Data projectors, new products Greek, aged 25 Calm, laid-back and very popular. A harmonising influence in the team. Missed his sales targets four times last year. Says competition is very strong in the fax machine market. A little inconsistent- makes a lot of calls one day, then relaxes the next. Gets on well with Nigel, who considers him a One year's experience in BES Always exceeds her monthly target Hard-working, ambitious and talented. Rather aggressive. Everyone envies her success, except Johan. Some staff put her down at meetings and do not welcome her ideas. Feels demotivated. Wants to move to plasma screens. Thinks paperwork and training courses are a waste of time. friend and a good team member. JEAN DUBOT Plasma screens French, aged 35 Extrovert, noisy. Gets up late. Calls on customers mostly between 11am and 3pm. Often exceeds sales targets. Earns good commissions. Well- liked by customers. Some colleagues think he is arrogant and boastful. Frequently late for meetings but always has an excuse. NINA PERSSON Fax machines Swedish, aged 26 BRUNA TARDELLI Fax machines Italian, aged 34 Reliable, quiet, hard-working Starts early, finishes late. Missed her monthly targets three times last year, Contributes little to meetings, but has some good ideas. She is often 'put down by Jean, although other members like her. Thinks commission should be based on the sales of the whole team. Dynamic, moody and a little insecure. Good sales record. Generally meets her sales targets. Can be aggressive if her ideas are not accepted at meetings. Gets on well with Robert. They always support each other at meetings and obviously like each other a lot DON MILLS ROBERT DRISCOLL Plasma screens English, aged 35 Data projectors, new products English, aged 45 The top salesperson, with 20 years' experience at BES. Strong character, sociable. Dissatisfied because of the atmosphere in the department. Great rivalry between him and Jean. They sometimes insult each other in meetings. Enjoys meetings and talks a lot. Can't see the point of paperwork. Talks a lot about the good old days. Volatile and unpredictable. Greatly exceeds his targets some months, then falls well below in others. Very talented salesman. Liked by most of his colleagues, but often clashes violently with Bruna. There are rumours that they were very close friends in the past. He always makes his final call close to his home. which is not in the company's interests. 175 5 Do the team get enough of a say in decision making? 8 CASE STUDY 74 The new boss NIGEL FRASER Title: Manager Nationality: English Age: 32 BES!!! Background Business Equipment and Systems (BES), based in Birmingham, England, sells fax machines, data projectors and slim plasma screens. Eighteen months ago, its national Sales Manager, Vanessa Bryant, moved to a senior management position. Her replacement, Nigel Fraser, has been told to increase turnover by at least 10% and to create a high-performing sales team. However, since Nigel's appointment the team has not been working effectively and morale is low, Last year's sales were over 20% below target. The sales team has a mix of nationalities because BES intends to enter other European markets in the near future. Problems 1 Nigel has asked for more detailed sales reports from his team and wants to check their diaries every two weeks. The more experienced staff resent this. 2 To set clear objectives and improve communication, he holds more meetings. However, some staff are often late or don't attend, and two or three people dominate the discussions. 3 When targets are not met or customers complain, staff blame each other or other departments. They never take responsibility for mistakes. 4 Because of rivalry between individual members, they do not help each other. Some actively dislike each other. 5 The team become defensive if outsiders make helpful suggestions. They lack creativity and can't accept criticism. NIGEL FRASER A "whiz kid". Previously worked for a business equipment chain. Ambitious and creative with a direct, 'no-nonsense' approach. Task-oriented, he sees his main objective as meeting sales targets. Very disappointed with current sales performance. Believes the team needs to be controlled more tightly and is underperforming because of bad habits acquired under Vanessa Bryant. 6 Nigel often praises his previous company and colleagues, while the team talk about 'the good old days when Vanessa was Sales Manager. Task You are directors of BES. Discuss the problems and consider: a) what advice you should give Nigel. b) what action, if any, you should take. Use these questions as a guide. 1 Should Nigel approach team members individually? What should he say? 2 Should he remove one of the team? If so, who? 3 Should you replace Nigel with an existing team member? 4 How will you build on the team's strengths? How will you deal with its weaknesses? 5 Do the team get enough of a say in decision making? Writing Either: Write a letter to the Managing Director of BES outlining your solution to the problems. Or: You are a sales manager. The behaviour of one of your salespeople is upsetting the others in the team. Write a letter warning them about their conduct and indicating where improvements should be made. Writing file page 138 Team building The sales team ELIANA PETRIDES JOHAN NIEDERMEISTER Fax machines Dutch, aged 35 Data projectors, new products Greek, aged 25 Calm, laid-back and very popular. A harmonising influence in the team. Missed his sales targets four times last year. Says competition is very strong in the fax machine market. A little inconsistent- makes a lot of calls one day, then relaxes the next. Gets on well with Nigel, who considers him a One year's experience in BES Always exceeds her monthly target Hard-working, ambitious and talented. Rather aggressive. Everyone envies her success, except Johan. Some staff put her down at meetings and do not welcome her ideas. Feels demotivated. Wants to move to plasma screens. Thinks paperwork and training courses are a waste of time. friend and a good team member. JEAN DUBOT Plasma screens French, aged 35 Extrovert, noisy. Gets up late. Calls on customers mostly between 11am and 3pm. Often exceeds sales targets. Earns good commissions. Well- liked by customers. Some colleagues think he is arrogant and boastful. Frequently late for meetings but always has an excuse. NINA PERSSON Fax machines Swedish, aged 26 BRUNA TARDELLI Fax machines Italian, aged 34 Reliable, quiet, hard-working Starts early, finishes late. Missed her monthly targets three times last year, Contributes little to meetings, but has some good ideas. She is often 'put down by Jean, although other members like her. Thinks commission should be based on the sales of the whole team. Dynamic, moody and a little insecure. Good sales record. Generally meets her sales targets. Can be aggressive if her ideas are not accepted at meetings. Gets on well with Robert. They always support each other at meetings and obviously like each other a lot DON MILLS ROBERT DRISCOLL Plasma screens English, aged 35 Data projectors, new products English, aged 45 The top salesperson, with 20 years' experience at BES. Strong character, sociable. Dissatisfied because of the atmosphere in the department. Great rivalry between him and Jean. They sometimes insult each other in meetings. Enjoys meetings and talks a lot. Can't see the point of paperwork. Talks a lot about the good old days. Volatile and unpredictable. Greatly exceeds his targets some months, then falls well below in others. Very talented salesman. Liked by most of his colleagues, but often clashes violently with Bruna. There are rumours that they were very close friends in the past. He always makes his final call close to his home. which is not in the company's interests. 175
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You are directors of BES Discuss the problems and consider a what advice you should give Nigel Nigel needs to learn to trust his team and give them more responsibility Nigel should trust his team more ... View the full answer
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