Mr. Imran is director of sales network of M/S Land mark distributors which deals in the sale of utility items. He has team of three sales managers for three different areas in the region. All the three sales managers further have five salesmen each to execute the business. Mr. Imran very rarely calls upon the sales staff meeting to develop the sales strategy; instead he is in habit of giving orders ofincreased sales targets every month and demands for results. The three managers work in their own direction and try to get the required results. The sales team starts working but they are never clear in what time they have to complete their sales assignments. Most often the sales managers face problems from their salesmen who are always complaining of heavy targets. As a result targets are rarely met. Mr. Imran always become annoyed and uses poor language for the under performance of his managers. The sales managers' sensing that staff is becoming overworked as everyone is taking on increased responsibilities due to staff turnover. They realize that the arrogance of Mr. Imran is further leaving all staff members with dejected feelings. All sales staff is distressed, the managers are becoming frustrated and they feel like they are unable to advocate for their staff or solve problems as nobody is there to listen them.

Q

Analyze the company's work environment in light of functions of management and link the functions with the situation with brief comments.

Q

What leadership style is prevailing in this case? What advice would you give Mr. Imran on improving his leadership skills and to the managers on improving their management skills?

Q

What problems do you feel are there while setting the goals for sales team by Mr. Imran. Explain