FRAM and SONY Case study
FRAM and SONY
(Throughout the assignment I have referred to the staff mainly as salespeople and counter staff to correspond with the case study. Each quote or extract from academic journals are numbered and relate to the reference list at the back)
Word count:1592
1)The sales manager’s (at FRAM oil filters) key objective is to provide his or her salespeople with the skills and traits that will push FRAM products through the distribution channels at a faster rate and larger scale, skills that will encourage distributors to stock FRAM products and buy extra amounts. In order for a sales manager to achieve this objective, he or she must look at ways that will motivate their sales people through theoretical solutions devised by experts on motivation. [1] Managers and supervisors need to give attention to the appropriateness of rewards in terms of individual performance, establish clear relationships between effort, performance and rewards, and clearly establish procedures for evaluating individual levels of performance.
I have researched various theorists on motivation and found that there is no one way to motivate salespeople, or anyone for that matter. Every person is different. Frederick Winslow Taylor had the idea that workers (and in this case salespeople) are motivated by pay. He wanted to have total control and so he came up with the theory of scientific management. He said that workers need close supervision, as people in general do not enjoy work, and breaking bigger objectives down into smaller tasks would allow workers to gain better skills and knowledge on those smaller, particular tasks. He then said that workers would be paid according to the number of units they produced or sold (or accounts set up). This resulted in ‘salespeople’ working harder, maximising sales, maximising profits.
Elton Mayo also had an interesting theory. He believed that ‘salespeople’ are not only interested in pay; they could be better motivated if their social needs were
(Throughout the assignment I have referred to the staff mainly as salespeople and counter staff to correspond with the case study. Each quote or extract from academic journals are numbered and relate to the reference list at the back)
Word count:1592
1)The sales manager’s (at FRAM oil filters) key objective is to provide his or her salespeople with the skills and traits that will push FRAM products through the distribution channels at a faster rate and larger scale, skills that will encourage distributors to stock FRAM products and buy extra amounts. In order for a sales manager to achieve this objective, he or she must look at ways that will motivate their sales people through theoretical solutions devised by experts on motivation. [1] Managers and supervisors need to give attention to the appropriateness of rewards in terms of individual performance, establish clear relationships between effort, performance and rewards, and clearly establish procedures for evaluating individual levels of performance.
I have researched various theorists on motivation and found that there is no one way to motivate salespeople, or anyone for that matter. Every person is different. Frederick Winslow Taylor had the idea that workers (and in this case salespeople) are motivated by pay. He wanted to have total control and so he came up with the theory of scientific management. He said that workers need close supervision, as people in general do not enjoy work, and breaking bigger objectives down into smaller tasks would allow workers to gain better skills and knowledge on those smaller, particular tasks. He then said that workers would be paid according to the number of units they produced or sold (or accounts set up). This resulted in ‘salespeople’ working harder, maximising sales, maximising profits.
Elton Mayo also had an interesting theory. He believed that ‘salespeople’ are not only interested in pay; they could be better motivated if their social needs were