Terrence manages a small sales force for a firm selling multifunction copiers in Cape Town. In a recent meeting with the CEO, he has been tasked with drawing up and implementing a new sales strategy for the team. Sales have not been stellar and morale is low, so Terrence decides to organise a teambuilding session for his salespeople. After the session, he realises that certain team members perform better when dealing with smaller clients, others shine when dealing with larger firms. This allows him to assign team members to appropriate clients.

Terrence also informs the team that all communication should preferably be in the form of emails so that he can keep up with the volume of information given to him by the team.

After monitoring the teams performance for a few months, Terrence notices that sales numbers have significantly increased. Terrence also discovers that one of his team members, Jacob, has set up his own competing business and has been doing business with the firms clients. He immediately suspends Jacob pending further investigation and disciplinary action.

During the investigation, it becomes apparent that several of Terrences staff members knew about Jacobs dishonest activities, but were too scared to come forward for fear of losing their jobs. Many of the staff members also indicated that they were unsure what constitutes acceptable behaviour in such situations. Terrence decides to arrange a workshop to educate his staff about what the company views as wrong and right conduct.

Using the above scenario, identify and briefly describe the managerial functions and roles performed by Terrence. Also identify and briefly explain the organisational challenge faced by Terrences company.