Had to ask repeatedly for help by different sales people. ➢ Individual sales became too competitive. • Lack of Organization: Poor inventory on sales floor, store appeared to be “messy.” ➢ Sales personnel became self-interested. Employees were overwhelmed and felt they needed to be on the sales floor at all times. • Ethical Violations: Some sales reported were greater than total cash register receipts ➢ Employees were pushed to be results and sales oriented.
The new team of managers did not recognise Jillian's special talents and seeing her as a new recruit and a recent graduate they treated her differently and regularly complained about her work results. Jillian became quite depressed but she continued on in her work and tried to accept this change in her life. When the economy took a downturn and despite all her past efforts and achievements, the company chose her for retrenchment. Jillian was devastated. For the first time in her life she found herself without a plan and she found it difficult to accept that even though she was hard working and a high achiever and despite having put a lot of effort and energy in her work, that she would be discarded easily by her new managers.
In “Selling in Minnesota” by Barbara Ehrenreich, she explains the horrible experience she went through in her job training at Wal-Mart. The company Wal-Mart provides a welcoming environment to their customers, but an uneasy work environment for their employees through uncaring, unresponsive, and unrewarding treatment. Wal-Mart’s employee wages are low with no health benefits and unstable hours each week. The company is expanding and running the mom-and-pop stores out of business. It’s these mom-and-pop stores that actually provide good jobs and have employee and customer values.
CASE 6: COUNTRYSIDE ENVIORNMENTAL SERVICES The case “Countryside Environmental Services” focuses on the affect an employee’s unpleasant behavior has on the team and organization on the whole. Gwen not being satisfied with her supervisor John, salary structure, family etc. subjects to incivility the very first day of her meeting with a new entrant, Vincent. Despite of such behaviors the company owner and manager John was not successful in managing her. Though John had sympathy for the family pressures she was facing, but her unpleasant behavior was affecting the efficiency of the entire team and the organization.
The “selling” section of Enrenreich’s book was really the turning point of the book for me. The first two sections focused on jobs that I really could not relate to, as they were random businesses in areas of the United States I have never visited. When Barbara decided to take a job at Wal-‐Mart, America’s largest private employer, I was finally able to relate to her struggles because I am very familiar with the company. After reading about the struggles both Ehrenreich and her close co-‐workers faced, I am very supportive of her decision to leave Wal-‐Mart in hopes of securing a higher income job elsewhere. The company seems to really know and understand the situation their employees are in and they definitely use that to the advantage
There is no training program for them that state any reasons why the culture of the company relies on customer satisfaction. So in this case some employees may feel resentment for having to put so much effort into making their customer happy. For instance, some Nordstrom employees may feel that it is too difficult to meet the needs of some of their customers. Employees are expected to go out of their way, even to work long hours or beyond their hours to meet their customers’ needs, but they do not get compensated for any overtime. The environment for this employee could be very stressful and cause them to not want to put much effort into sales.
Sammy works at the A&P supermarket in small town and seems to be tired of the boring day by day of the job. Sammy got the job because of his parents, but he does not want his fate to be similar to his co worker Stokesie “….married with two babies chalked up on his fuselage already” (Updike, 221). Three girls walk into the store with bathing suits not the usual looking customers at this store. “….usually women with six children and varicose veins mapping their legs….” (Updike, 221) indicating the normal customers are old women. The three girls do not represent conformity and Sammy would like to be like them.
Customer service was not what it used to be, and customers were not happy. When they called to place an order they had to wait in a queue for their calls to be answered. The products were not the same due to the change in companies, and the quality was nothing compared to what the customers were used to. Over the next few months the vitamin lines decided to start processing their business with another company and new overhead. Today the vitamin line as well as the newsletters are up and thriving as a company under a different management
Current Statistical Results (3.1 & 3.2) The Tanglewood Company provides excellent customer service and always strives to maintain quality employees. Recently, several store managers have doubts about the employees hired to work for them. The current methods used in the selection process of new employees received negative reports from managers. Teamwork has been a problem with employees failing to realize Tanglewood’s reputation for organizational culture. This has caused managers to fire employees.
Whether it was to try to help their parents make more money, or to feed themselves, they would work. Some of the problems the workers would have were the lack of time and of money. They worked under very poor conditions, and did not have many privileges. Incidents like the Triangle Shirtwaist Factory had major effects on the way the escapes in buildings were designed. Anyways all these incidents, made a difference, the government