Abstract has is to get to know each
The 35 year old sales director at New
Jersey- based Providence Vive Rehabilitation and Medical Equipment, Sanjay
Kota, received the organization’s goal to increase ViveSport sales by 15% by
the end of the year, with the help of his twenty five member team. The approach
that Sanjay has is to get to know each and every one of his employees by using a
soft approach and observing their behavior in order to determine their
strengths and weaknesses. Their individual behavior will determine the way
Sanjay will divide the team into self managing teams, teams that will be sub
tasked to achieve the goal by the end of the year. This report will analyze the
employee behavior, examine three critical incidents that influence the
behavior, and make recommendations on improving employees’ behavior in the
Vive is an up growing company in the
rehabilitation and medical equipment field, always expanding and looking for
opportunities to grow. 18 months ago, when the business expanded from the aging
related products to sports injury related products, the company did its best to
train and promote the existing workforce. A great example of how much the
company is willing to invest in its own employees is Sanjay, which became a
sale manager at a young age, 35, after proving himself as having the necessary
Sanjay, a young motivated employee,
who’s parents emigrated from India, he is ready for the new challenge given to
him by the CEO: to increase the sales by 15% by the end of the year. He
determined that the best approach in achieving this goal is to analyze the
individual behaviors of his employees, make recommendations that work towards
creating the environment that is beneficial for the organization and for the
Critical Incident 1: The business expanded in a new field (sports injury related
products) without hiring sale persons specialized in that field.
is related to employee’s job satisfaction and commitment to the organization
(Organizational Behavior, 2014a, ch. 4, pg. 137). When Vive decided to keep its
employees to work in the sale department of a new line of products (sports
injury related), it did not think that some employees will not fit in the new
environment, with a lot to learn about the new products and the stress of
selling unfamiliar products. A good
example is Louis, a gifted sales communicator, which is falling behind in some
aspects of the job, such as record keeping, customer data collecting, and
monthly reports. Same with Grant, even if he has strong work ethic, he is
uncomfortable dealing with rapid change and he struggles with the new product
Critical incident 2: Promoting a young,
inexperienced person on a senior management position. Sanjay proved himself as
a star in the sale department, as a sale person, but it is not necessary that
he will perform as a star in a management position. David McClelland’s Acquired-Needs theory is probably the
best to analyze Sanjay. Sanjay is in individual that is working hard to improve
his performance; he loves challenges and the need to feel that he achieved
something better than in the past. As a sale person he was above and beyond in
performance because of his high need of achievement, but a high need of
achievement has a disadvantage in a management position, because work is done
by motivating others. A manager needs to coach, communicate, meet with the
employees, but someone with high need of achievement will tend to neglect the
subordinates or expect the subordinates to have the same high need of
achievement (Organizational Behavior, 2014b, ch. 5, pg. 173).
Critical incident 3: new policies and
programs. The employees are not seeing the new policies and programs as
positively influencing their performance, for example, April’s performance
decreased since the new HR policy regarding working hours, telecommuting,
regular staff meetings and the new dress code requirement. Jack also expressed
his resentment against Vive’s latest bonus program. It is very clear that the employees
feel that the organizational justice,
through the new policies and programs, is not fair and is influencing the
attitudes and behaviors at work (Organizational Behavior, 2014a, ch. 4, pg.
138). Also, age diversity in the workplace is important to be observed, as different
age groups have different opinions, and if for younger generation a free gym membership
will work, an older generation will not be motivated by such an incentive (Organizational
Behavior, 2014c, ch. 2, pg. 54).
Recommendation 1: Vive should provide
training to all employees.
Each employee should receive training on
overall product knowledge, the regulation in the domain, the marketplace and
the competition on the market. The employees become experts and this will have
a positive effective on their performance (Schultz, n.d.). Even Sanjay could
benefit by attending some managerial training sessions, as his job is more
demanding being in charge of a diverse team, with employees from different
Recommendation 2: All employees should
know the company vision and how they fit in the big picture in the
Every employee establishes a psychological contract when he/she
accepts a job, and if that changes and employee is not prepared for the new,
that will lead to low job satisfaction and low performance (Organizational
Behavior, 2014a, ch. 4, pg. 137). For example Grant, he came on board just
before the company introduced the new product line, so his psychological
contract established for the aging-related products. When the company expanded
to sports injury-related products, he felt a breach in the psychological contract.
Grant started to feel uncomfortable and struggles with the new product line. Management
should make Grant feel what his role is in the whole picture in order to make
him feel part of it. This can be done by management using different tools to
explain the company’s vision, such us seminars and meetings. Employee will feel
values and productivity will go up.
Recommendation 3: Management to perform
yearly assessment of employees in order to better understand individual
behavior at work.
work attitudes in the workplace is beneficial for the
employees and organization, and it can be done using surveys and exit
interviews. The key to successful surveys is for management to listen to any
negative and positive and take action for things to change in the organization.
Employees will feel that their voice is heard and they will trust the
leadership, their job satisfaction will increase, and the productivity too
(Organizational Behavior, 2014a, ch. 4, pg. 141-142).
During the survey employees could
express their disagreements with the HR policies regarding work hours,
telecommuting, meetings and dress code, and changes could be made to
incorporate everyone’s input. Same surveys could address the resentment
regarding the bonus program, wellness and counseling, sale incentive awards,
free gym memberships and Knicks tickets.
If a recommendation is applied, it is very
important to follow up and measure the effectiveness of it. This can be done by
keeping track of all data and see the evolution in a month, three month, six months.
If there is no improvement, the recommendation is not effective and management should
seek different recommendations.
Take away 1: every organization should
focus on hiring experts. There is always good for the workforce to have growth
opportunities in leadership positions; however, it is more beneficial for the
team for an expert to be hired to lead the team on an unknown territory such as
the sports injury related products sale. The same concept applies in any
business. A fresh mind in the team will have the expertise to guide the team
towards high performance.
Take away 2: management should
understand the diverse individuals in the team and ask them to be part of the
decision making process. Sanjay’s team has employees from different generations,
with different perceptions about the work environment, and different ways to get
motivated. A leader cannot decide to restrict telecommuting, impose a certain dress
code, or give free gym membership if all do not fit the workforce. Rampton suggest
that leaders need to understand how every generation is different and find ways
to motivate them and make them accomplish a shared goal for the organization (n.d.).
Take away 3: stress work related but also
from outside work can be a motivator for some, but it can also kill motivation and
productivity. A manager should always check on employees to see what is affecting
them. For example, Jack is bothered by the new bonus programs, April is not happy
with the new HR policy, Angela has issues with extended family, Grant is stressed
by the rapid change.
A team can only reach a common goal if all
members of the team are motivated to work towards the same goal.