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
studies how

is a broad area of management that

people act in organizations. Managers can use theories and knowledge of

organizational behavior to improve management practices in order to
effectively work
with and influence employees to attain organizational goals. Organizational
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
behavior across
the organization. Studying individual behavior helps managers understand
how
perceptions, attitudes and personality influence work behavior, motivation,
and other
important work outcomes, such as satisfaction, commitment and
learning.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
consistently been
able to meet his district annual sales quota each year. He learned from a coworker that
he himself is about to be transferred to an area that is underperforming. The
notice of
his transfer was served to him but only after he got wind of the transfer itself.
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 behavior

(from the point of view of the management and from the employee).
From the point of view of management the transfer was necessary
because 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
reward 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
surprising, unexpected replacement even before management sent him
any communication regarding his transfer. The communication was rather
impersonal, 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
before 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
district; 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?

Discuss.

Human resource approach to Burns was insufficiently applied in this

instance. 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
between 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 receiver 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

communication. The message from the regional manager was inadequate

and relayed late. To my mind, the following could have resulted to a

different, albeit 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 being transferred to a new area. 2) Mr. Burns should have
learned about his transfer from the management first hand and not from his
replacements wife and relayed to him through a co-employee.
As we know to be true, human understanding and the resulting
organizational 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
assignment; his records of achievement would show that he actually would
be a good fit; he should welcome the new challenges and would thrive and
perform 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 companys recognition

for his efforts, the giving of his 20-year-service pin, could have been timed
during a companys 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. (SouthWestern,
Engage Learning, 2009); 306-340
2. Daft, R. L.,

Organisation Theory and Design, St Paul, MN; West

Publishing 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