PROPOSAL PAPER

Proposal Paper

Proposal Paper

Introduction

As a Senior Manager Marketing and Sales at Kudler foods the following proposal discusses a restructuring plan of the Kudler Sales team. This plan also includes the hiring of five new members of the sales force. In addition will also discuss about the appraising patterns and feedback system. As Kudler foods continue to grow they must remember that the most important thing is to continue to improve and grow.

The plan of restructuring the sales team will prove beneficial in the long run enabling the sales force to work according to a plan. As a resultant , it is a team that without a management-appointed supervisor that substantially controls the creation (manufacturing or service), scheduling, design, quality control, procurement, and employee hiring, firing, performance feedback of a process that has a specific product or service.

The organization supports the team by its organizational structure, information system, compensation policy and management. There are three approaches: the opportunistic approach, the partial implementation approach and the structural reengineering approach.

The anticipated resultant will be to increase the customer purchase rate of high margin food and beverage items and to get consumer to make an evening at Kudler Fine Foods part of their social network. For organizational change and management decisions to leverage sales effectiveness depends on an underlying theory of what drives sales effectiveness. It is here that the traditional literature of sales management is limited. Much past research in the sales management field addresses sales performance and effectiveness issues primarily by studying the determinants of the individual salesperson's performance. Somewhat unsatisfactorily these studies have typically resulted in low levels of explanation of performance differences



Restructuring Classification

The overall purpose of performance appraisals is to increase organizational effectiveness and productivity. However, the most important single purpose served by performance appraisals is to let employees know where they stand. Humans have natural dislikes for uncertainty and prefer bad news about their positions and destinies in the organization instead of not knowing what those positions and destinies are.

In the absence of information, employees will harbor questions about performances, such as: Is my performance satisfactory? Is it above average? If so, how far above? Is it below average? If so, how far? Is the company considering terminating me? Is the company thinking of promoting me? Is the company even aware of my performance? Employees need to know where they stand concerning their job performances in an organization for the following reasons (Wells and Spinks, 1994):

To relieve uncertainty that all employees have when they do not know what managers think of their performances.

To provide rewards that should come from satisfactory or superior performances and the recognition of those performances by management.

To identify areas of unsatisfactory performances and to develop ways in which those performances can become satisfactory.

To help employees set career goals and to redirect their thinking when it seems unlikely that their present goals can be met.

To improve the organizational climate by encouraging and improving communication between employees and ...