What is a stakeholder viewpoint of this analysis. Vekran$$s problems lie in the fact that are currently using a divisional structure which is a

form of mechanistic structure. The mechanistic structure is limiting the collaboration between

sales teams and does not provide the proper communication channels needed for Verkan$$s

success. The lack of communication leads to a poor culture. The poor culture is exemplified by

the high stress employee$$s face, poor extrinsic motivators, the sales plan being a major stressor

and not a motivator. There is also a fear of work overload, and an overall lack of trust in Vekran$$s

executive level from the sales employees. This is evident with the responses from members of

Angelo$$s team. They called Vekram$$s suggestion plan an insult, and said that they are in it for the

money. Angelo$$s team also confirmed that the extrinsic motivator being the current commission

structure is not a good motivator. The sales team feels like if they work hard and meet the sales

plan and then some, to make better money, head office will just raise the sales target for the

following year where they would need to work even harder. Angelo$$s team has a lot of trust in

Angelo. Angelo was often referred as $$one of them$,$ but they have little to no trust in Vekram.

The sales staff claimed that up in the Netherlands $($where Vekram$$s head office is located$)$ only

care about meeting the plan. The idea of the sales target increasing year over year is a clear

stressor for the sales team, district manager, and even regional manager. The sales team and

district manager are concerned about doing more work for the same or less pay. District

managers are already claiming that them and their team are working harder than ever in response

to the news that Vekram were looking at raising the sales targets. Many district managers have

Group H $-$ Consultants Report $6$

claimed that they have squeezed out all the new salees that they can. The regional managers are

feeling the stress from the VP to lift sales. Anke, one of Vekram$$s district managers feels like

their job may be on the line if their region can not reach the sales targets. Three levels on the

hierarchy are feeling the stress, yet expectations continue to rise. The issues that Vekram$$s sales

teams are facing are not properly being communicated to the VP$.$ The centralization and

formalization is making it difficult for concerns from the sales team to be vocalized. The sales

team does not have a say in the sales targets, that is negotiated between the regional manager and

the VP level. The regional manager is focused on making sure that the sales targets are met, in

order to get promoted. The regional manager$$s performance is measured by the sales plan. The

lack of collaboration is hurting Vekram as a whole.