JULY 25, 2016

THE TRANSFERRED SALES REPRESENTATIVE

(CASE ANALYSIS)

SUBMITTED TO:

PROF. DENIA R. GONZALES

 SUBMITTED BY:

CAMILO C. PADA, MD
MMMHoA 2016-2017

THE TRANSFERRED SALES REPRESENTATIVE:

Organizational behavior is a broad area of management that stud-

ies how

people act in organizations.  Managers can use theories and knowledge

of

organizational behavior to improve management practices in order to ef-

fectively work

with and influence employees to attain organizational goals. Organiza-

tional behavior

is an interdisciplinary field that draws on the ideas and research of many

disciplines

that are concerned with behavior and interaction. It is a broad field that
encompasses

many subject areas. Work behaviors are typically examined at different

levels,

namely: 1) individual behavior, 2) group behavior and 3) collective be-

havior across

the organization. Studying individual behavior helps managers under-

stand how

perceptions, attitudes and personality influence work behavior, motiva-

tion, and other

important work outcomes, such as satisfaction, commitment and learn-

ing.1,2
        This case relates to how management approached the transfer of
sales

representative Harold Burns. Likewise, this case portrays the behaviour of

an individual

reacting to the circumstances of his transfer.

Mr. Burns is an employee for 20 years in the organization. He has con-

sistently been

able to meet his district annual sales quota each year. He learned from a
co-worker that

he himself is about to be transferred to an area that is underperform-

ing. The notice of

his transfer was served to him but only after he got wind of the transfer it-
self. The

transfer is due in three days after his receipt of the notice. Together with
the notice, he

was given his 20-year service pin and was praised and congratulated.
 Comment on the events in this case as they relate to organisational behav-
ior
(from the point of view of the management and from the employee).

From the point of view of management the transfer was necessary be-

cause they needed a district representative who has a good performance

record in the hope that the organisation will benefit with an increase of

sales from the underperforming area. By way of motivating Mr. Burns, the

manager, through a letter, phrased the transfer as a promotion and a re-

ward for job well done. Burns was even given his 20-years-of-service pin,

receiving a hefty congratulatory remarks, again through a letter.

  From the point of view of the employee, Burns learned about his sur-

prising, unexpected replacement even before management sent him any

communication regarding his transfer. The communication was rather im-

personal, as it was in the form of an express mail from his superior. The

transfer was abrupt since he learned about his transfer just three days be-

fore it was to take place through the express mail.. To make matters worse,

he perceives his transfer as a demotion because the area that he is being

transferred to has sales that is 10 percent below those in his present dis-

trict; he is asked to do more despite his consistent positive performance.

Perhaps he was even expecting a modest increase in his salary.

Was the human resource approach to Burns applied in this instance? Dis-

cuss.
 Human resource approach to Burns was insufficiently applied in this in-

stance. His transfer was poorly communicated and abrupt; adherence to

several tenets of human resource behaviour management were utterly

lacking.

A sizeable concern in human resource management deals with effective

communication which is the creation or exchange of understanding be-

tween sender and receiver.  Communication is one of the manager's most

powerful tools and most important responsibilities because it can be used

to create a shared common focus . Unfortunately, communication setting

creates delays and barriers , which can include relaying messages through

an organizational chain of command, role or status differences between

sender and receiver or simply the logistical challenges of available time and

media. The lack or delay of it could lead to communication failure. As the

sender is unable to clearly convey the purpose or message in time, the re-

ceiver may not be in his right frame of mind to correctly comprehend the

message, or may resist the message content, distorts its meaning or may

not view the sender as credible. 3,4

In this case, there was a utter failure of timely and effective communi-

cation. The message from the regional manager was inadequate and re-

layed late. To my mind, the following could have resulted to a different, al-

beit better impact: 1.) Mr. Burns should have been given enough time, not

just 3 days, to adjust to the idea (both psychologically and physically) of be-
ing transferred to a new area. 2) Mr. Burns should have learned about his

transfer from the management first hand and not from his replacement’s

wife and relayed to him through a co-employee.

As we know to be true, human understanding and the resulting organi-

zational behavior are largely based upon how a person perceives and

thinks about a situation.  Perceptions matter because attitudes, attributions

and behaviours are significantly affected by the way a person regards,

considers, or views a given situation.3,4 ,5

The transfer of Mr. Burns could have been more acceptable for him if

the following tenets were observed: 1) The reason for his transfer should

have been better explained preferably personally by the regional manager

so that he would feel really needed and not be complimented by mail alone.

2) As a form of feedback as well as motivation, the regional manager could

have shown Mr. Burns that his skills are a good match to the new assign-

ment; his records of achievement would show that he actually would be a

good fit; he should welcome the new challenges and would thrive and per-

form positively in the new area. 3) A modest increase in salary could have

been considered too, based on his skills that could make him a good fit for

the upcoming challenging situation. 4) As a company’s recognition for his

efforts, the giving of his 20-year-service pin, could have been timed during

a company’s occasion of celebration or possibly included in a program

where everyone could take part in reinforcing his positive behaviour. The

event itself would inspire and encourage his co-employees, specially the
younger ones, to care more for their work and be more productive. 5) A

‘transfer-interview’ on Mr. Burns could have been carried out too for future

reference.

REFERENCES:

1. Daft, R. L., “Managing Human Resources”, Management , 9th ed.

(South-Western, Engage Learning, 2009); 306-340

2. Daft, R. L., Organisation Theory and Design, St Paul, MN; West Pub-

lishing Co.. (1992)

3. Elsbach, K. D., Barr, P.S. & Hargadon, (2005),A. B., Identifying Situated
Cognition in Organisations, Organization Science; 16(4), 422-433.

4. Fiske, S. T., & Taylor, S. E. (1984). Social Cognition. New York: Random

House.

5. http://www.jblearning.com/samples 076373473x/3473x ch03 4759.pdf