The purpose of the second interview is to persuade the observer that door-to-door sale is the best job for them to get huge amounts of money quickly. The aim is to turn negatives preconceptions into positive thoughts (see Appendix 4) by pre-empting all the negatives about the job and by changing the observer’s mentality. This is done by showing the benefits; combating uncertainties; finding reassurance; striving for a mindset which is fearless; offering protection through law and order which Arcedia is made of.

Thus, he feels secure as he can sees that sale is easy and therefore the pay and promotional structure is realistic and reliable. When Simon decides which manager will take out an observer, he chooses someone who shows leadership, enthusiasm, charisma, love, confidence, knowledge and belief in the organisational system. Ashworth (1995, p. 97) suggest that, “leaders may persuade with logic, but they motivate through emotion. The manager sells the concept of door to door commission through “engaging [in] their emotion” (Ashworth, 1995, p.97).

Furthermore he hopes that the feelings the manager has for the job will transfer to the observers, like a domino effect (see appendix 7). During this time both observer and manager form a relationship, through satisfy the relatedness need by “accepting, confirming, understanding” (Hollyforde & Whiddett, 2002, p. 71) the other person, job and the co-workers. The observer joins the organisation because the manager has motivated an ‘inner feeling [and] drive that inspires sustains actions and commitment’ (Deeprose, 2003, p. 2).

From this process, according to the questionnaire, almost everyone said they were excited or very excited about this starting this new job. When the observer becomes a merchandiser, his relatedness and security need is stronger. Like any new-comer, the individual will be “looking for love and affection; belonging (to a family, circle of friends, a group, a union, a business); attaining social security; avoiding loneliness, rejection and rootlessness” (Kressler, 2003, p. 15-16). This is achieved through small team selection (see appendix 7).

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The merchandiser is acknowledged by everyone as the new person who needs to be ‘looked after’. When the merchandiser makes a sale every manager acknowledges it and appraisal and encouragement will follow. The managers will also notice if merchandiser not made any sales. The idea is to rise the merchandisers self-esteemed and self-confidence to encourage him to become self-determined. This gradually increases with time as he gain knowledge, success, power, prestige, status and dignity. When he/she get promoted to trainee manager he need for security and esteem is satisfied.

He gains independence to develop by acquiring wisdom and understanding from others. This is where his road to self-actualization to become a manager begins. Managers motivate via face-to-face discussion with their employees by using the three key interpersonal skills shown below; (see appendix 8, for more detail)Subsequently the employee should to feel respected, valued, emotionally involved in the development process. Because his suggested the time scale, he believes it is realistically achievement for him (without the knowledge that this job is an emotional rollercoaster, (Craig 2004).

The amount of encouragement and acknowledgement depends on the individual’s role within the organisation. The nearer one to the top the fewer appraisals one will receive, because ones self-determination and ability to be self-motivated increases with rank. Having responsibility and encouraging others, can be psychological motivational. Ones level of leadership and respect gain by others simultaneously increases motivation on the self and to others, (Maddock and Fulton, 1998). To avoid employee feeling neglected, and heighten the mural of the employees there is an public appraisal time twice a day (shown below).

But if the office has done badly overall this time is used by Simon to shout of the team (negative reinforcement). Night Reward and make those who have achieved the bell (see appendix 5) known in the office. Morning To mention those employees who have done exceptionally well E. g. those who got more sale than what is expected of them, or being promoted. Sincere praises and signs of appraisals make one feel that their time has been worthwhile. This helps motivated others by letting everyone know the system works. Also stimulates positive domino effect (see appendix 7).

If the employee has failed, having a senior recognising and ‘telling them why and where they went wrong and showing them to how to improve without blaming or embarrassing them’ (Maitland, 1995, P 20) is just as important. “I tell them what their strengths are and where the improvement needed. Making a fair and constructive criticism is vital. It leaves him seeing where the weakness lies and they want to do better. ” (Jay Ce Charles, Crew Manager, 2004). In addition, talking helps him stay motivated, because their circumstances were taken into account.

In effect, he decided his time is worthwhile and he stays to progress. Through the questionnaire (see appendix 12) almost half of the employees felt unappreciated at some stage. To pass the cycle of development, he must be able to recite and understand the information on the paper. His trainer is expected to hold a one-to-one training session in the morning with him. The problem is that different trainers have sometimes given different reasons to some of the points. This is confusing and makes him lose confidence with a certain trainers.


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