Mba Week 3

Vroom’s Expectancy Theory

In the Intersect Investment scenario, there is still finger pointing going on between the sales and marketing staffs. Lyn Chen, VP of Sales, is against change as she feels her sales staff has done more than their part to reach their expected goal of a 14% increase in revenue. Call time has been reduced by 5% and revenue up 4% (partly due to an increase in pricing). However the turnover rate for Sales continues to climb. Joel Contino, VP of Marketing, believes strongly in the “customer intimacy” approach and backs it completely. Executive VP of Sales and Marketing, Janet Angelo, has the task of motivating Lyn and Joel to see this task through to a successful end. Both VPs have put forth what they believe are their best efforts and are doing their part to achieve organizational goals, yet they are still unable to attain them – and the finger pointing goes on.

“First, motivation is affected by an individual’s expectation that a certain level of effort will produce the intended performance goal” (Kreitner & Kinicki, 2004, p. 298)

Motivation Through Goal Setting

Intersect Investments CEO Frank Jeffers supports the “customer intimacy” approach. He believes that he has set the goals in place are fair and attainable. The problem seems to be in motivating others to adopt the practice wholeheartedly and allow that to cascade down throughout their departments. Certain members of the management team are opposed to the “trusted advisor/customer intimacy” approach. When Janet met with Frank, she said, “The biggest problem? We don’t have alignment with the vision. Sales people have been trained on the new sales and service model and many are flat out not using it. Members of my own so-called leadership team aren’t behind it.” In particular, VP of Sales Lyn Chen. When key members of the leadership team are not doing their best to embody the vision and share that with their employees there will continue to be problems.

A meta-analysis of...