I am working on a case for MGT 390 and need some help finishing up the last part "Implementation"

Will you help by analyzing the pieces given, and then provide a detailed implementation?

Introduction:

In this case analysis report, we examine the internal conflicts experienced by Monarch Supply Company (MSC) and offer our professional expertise regarding the best course of action for MSC management to get these conflicts under control. Our analysis uses evidence to identify the root causes of the Inside Sales Representatives' lack of motivation, suggests solutions to these problems, and offers implementation plans for our suggested solutions.

MSC is a middleman industrial equipment supplier known for its consulting capabilities, fast service, and continued service after sales to its customers. Its organizational structure contains three units: Field Sales, Inside Sales, and Administrative Services. The Inside Sales Representatives (ISRs) are the lower-level functional workers in the company who carry out support tasks for the Field Sales Representatives (FSRs). These support tasks include billing, price quoting, ordering equipment, and following up on orders to ensure correctness and timeliness. Lately, MSC has been losing more customers than usual. As Field Sales ManagerSteve Lowery pointed out, this may be due to increased errors regarding order accuracy, order timeliness, and other support-task-related errors. Lowery and the FSRs have become increasingly frustrated with the ISRs because their costly blunders reflect poorly on them. Lowery believes the increase in mistakes stems from the ISR team lacking motivation because the Inside Sales Manager does not hire the correct people, and he allows his FSRs to confront ISRs aggressively when a mistake occurs. On the other hand, ISRs feel mistreated and underappreciated because of the disrespect and lack of empathy shown by FSRs, customers, Steve Lowery (Field Sales Manager), and Joe Belling (Inside Sales Manager).

Problem Identification

ISRs are dissatisfied with intrinsic working (motivation) factors

Diagnosis

ISRs are dissatisfied with intrinsic working (motivation) factors:

ISRs are dissatisfied with intrinsic (motivation) factors, and this is leading to a decrease in motivation, and subsequent decrease in performance. These factors include career advancement, personal growth, recognition, responsibility, and achievement.

ISRs are not presented with a high likelihood of career advancement. ISR's only path up the organizational hierarchy is to become FSR's, but the only way for there to be an opening is for an FSR to leave the company, and as can be seen from Appendix A, the average number of years that a FSR has been with the company is 12, whereas the same statistic for the ISRs is 2. An ISR would have to be extremely lucky to be ready for a raise while an FSR happens to be leaving the company. Because of this, career advancement is unlikely for ISRs. As far as personal growth is concerned, the ISRs do the same tasks every day, and aren't very enthusiastic about it. There are no projects, or special tasks. Beth says that the ISRs "spend a lot of time on the phone with customers" and doesn't mention any other tasks. The ISRs are not given recognition, the rest of the company treats them poorly, and only interacts with them if they make mistakes. The ISRs job design also harms the motivational factors.The ISRs have low skill variety, they do the same thing every day, which is talk on the phone with customers to solve their problems.There are no team projects, no presentations, no travel, no leadership opportunities, the only thing they do is talk on the phone to customers.There is little task identity or task significance associated with their roles either, as can be seen when Beth says, "I used to explain that another piece of equipment would be better for them, (I have an engineering degree), but they never listened, so I just take the order and shut up. I really never know what happens after that." This also shows more of the lack of recognition received by the ISRs.

In summary, the ISRs lack motivational factors and are victims of poor job design, this leads to decrease in experienced meaningfulness, decreased experience responsibility, decreased knowledge of results, and decreased motivation to do well, and put in effort on the job.

Solution

To address the intrinsic motivation factors, we recommend MSC implement solutions to allow for career advancement for the ISRs, allow for personal development and skill growth for the ISRs, provide recognition for work done well. To solve the career advancement issue, MSC will stop hiring outsiders for FSR roles, and instead promote ISRs to FSR. MSC will provide opportunities for personal development and training for the ISRs. The highest performing ISRs will be selected for promotion to FSR, thereby recognizing and rewarding good performance.

Implementation

Intrinsic Factors

"In order to implement the previously mentioned solutions, MSC will engage in the following changes"