1.You have recently been appointed as head of the nine-person sales department in a large oil company. The department currently works in the same office except that three sales employees are using extra office space in the purchasing department. Two of the sales employees were hired a few months before you took over the unit -one having been offered a job at the time she submitted her application form (i.e., hired without an interview or careful review). After careful research on the members' background and qualifications, you sense they possess the skills necessary to perform effectively to achieve a higher potential level of performance. However, you sense that the department has two major weaknesses. First, the team does not have the necessary esprit de corps. Second, you found that there is not an efficient feedback strategy in the department. The sales were unclear about where to find information related to their sales volume. They can only meet their previous team leader to get feedback on a monthly basis. Sometimes, the comments from the previous leader came after their next-round work reports were about to submit. They felt confused about the comments because they found the feedback too general and might not be relevant. As you felt an innate desire to lead this team to a higher level, you feel the necessity to make some transformations.

a.To motivate these employees, please describe a feedback strategy that might improve the performance of these employees with respect to increasing sales to different clients.

b.Please describe FOUR distinct strategies you would use to build the sales department into a more cohesive unit and explain how these strategies would increase cohesiveness