1.

Executive Summary
Mr.Clifford Fonseka has a big challenge in front of him to be success in CROA (Pvt)
Ltd., as the General Manager Sales. The situation shows a demotivated sales staff to
be handled by Mr.Fonseka because of his appointment. Therefore, he should have to
carefully manage this situation to survive in his position and to achieve the company
goals and objectives.

First at all, he should analyze the present situation and his span of control before
implementing solution for the problem and he should identify and improve managerial
skills to manage his subordinates. As the General Manager of sales he has to improve
his conceptual and human skills to the expected level. Not only that, but also he would
be able to improve his technical skills because he is new to the construction industry.
Communication skills are very important to this role, because there are two senior
managers, four sales managers and ten Sales Executives Island wide to achieve the
companys objectives. Administrative skills are also more important, because he is
going to handle unhappy employees.

Management process should implement carefully, by Planning, Organizing, Leading

and Controlling to achieve the goals and objectives in the company. Because, he should
report directly to the director board.

Finally, he should improve his leadership skills and understand the leadership
methods to facing and win the situation. He should discuss about the motivational
strategies with director board and should get the approval to implement them.

2. Introduction
2.1. CROA (Pvt) Ltd

CROA (Pvt) Ltd is a subsidiary of a Holding company in the country where the
group is managing over 15 companies diversified in to many industries. CROA is
a leading supplier in building material in construction industry. It is importing and
distributing multinational brands to Sri Lanka.

2.2. Mr. Clifford Fonseka

Mr. Clifford Fonseka is the newly appointed General Manager Sales with an
overall responsibility of managing his Strategic Business Unit (SBU), reporting
directly to the board of directors of CROA. He is a well-qualified manager who is
holding an MBA from leading university, specializing Project Management,
knowledgeable in analytical skills and having very good relationship building
personality.

2.3. Span Control under Mr. Fonseka

Board of Directors

Genaral Manager - Sales

Mr. Clifford Fonseka
Senior
Manager

Senior
Manager

Sales
Manager

Sales
Manager

Sales
Manager

Sales
Manager

3 Sales
Executives

2 Sales
Executives

3 Sales
Executives

2 Sales
Executives

Fig. No. 2.1 Span Control under Mr.Fonseka

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Mr. Clifford Fonseka is the head of 16 people, including two Senior Managers,
four Sales Managers, and 10 Sales Executives. Therefore, this newly appointment
made uncomfortable environment among these employees, because, they thought
that they will lose the opportunity to becoming the General Manager or Senior
Managers in their carrier.
Other than to that, Mr. Clifford Fonsekas industry experiences were mainly into
Information/Communication Technology industry. He has a very big challenge to
manage those people without the industry experience. But, He should have to
bringing shareholders expectation of financial profitability to the company by
managing all the things.

2.4. The Challenge

The challenge is manage the situation carefully without disturbing the company
sales and organization structure.

Because, the senior managers and sales managers are having more experience
within the industry and they are the assets to the company. As well as sales
executives are also doing a very good tasks to increase the sales volumes in the
company. Mr.Fonseka should have to use their knowledge to get highest
contribution from his team. Therefore, he has to build up a smart and strong
relationship with the team as well as he has to direct them to the companies
objectives carefully.

3. Management Process
Management is principally the task of planning, coordinating, motivating and
controlling the efforts of others towards a specific objective.
- Source James L. Lundy Definition of Management

Management of the SBU should be done according to achieve the organizational

goals and General Manager Need management skills in achieving key performance
indicators.

Resources and capabilities

Well experienced staff.
Directly reporting to the
board of directors.
Proffesional
qualifications.

Intergrating the Management functions

Performance by
achieving objectives
Define SMART
objectives among the
Monitor the sales team
staff.
with the relationship.
Direct them to correct
Creating the PR with
path having the control.
distribution channel.
Creating motivational
Analysing performance
factors to motivate the
of the sales team with
staff.
competition & awarding

Fig. No. 3.1 Process of the management for CROA

As the General Manager Sales, Mr. Clifford Fonseka has a big responsible to
keep the employees loyalty among the company as well as performances of the
sales team. There are managerial skills to follow by Mr. Fonseka to keep the
awareness towards him as the General Manager.

Fig. No. 3.2 Management Skills

As the General Manager of Sales, Mr. Fonseka in the Middle Management level
in the company, therefore, he should have to manage and practices all the skill as
well.

3.1. Conceptual Skills

Conceptual skills involve knowing how to and being able to formulate ideas.
Individuals who have strong conceptual skills typically have excellent cognitive
abilities to think creatively and solve problems. In a business environment,
someone who has these skills might come up with an idea for a new product or a
new process. He is able to examine a complex issue and formulate a specific,
effective course of action.
People who have conceptual skills can examine how ideas are interrelated. They
effectively perceive individual elements in relationship to the whole. People who
have strong conceptual skills are often identified as effective leaders or managers.
This generally is because of their ability to understand the organization as a whole
and develop creative strategies. Top-level managers often need to have technical
skills and human skills in addition to conceptual skills.
As the General Manager sales of CROA Mr. Clifford Fonseka is directly
reporting and getting instructions from the director board as well as he will be able
to suggest and propose new plans to the top management, therefore, he should be
having conceptual skills in higher level.
He will be able to take decisions and suggest them to the director board, to be
effected to his sales team and companys objectives, such as;

Salary increment for sales staff

Increment of the incentives

Awarding ceremony for all the distribution channel including the staff

Other benefits to the staff

Performance base promotions

3.2. Human Skills

Human skills, also called interpersonal skills, involve knowing how to interact
well with people. Typically, no one enjoys working for a manager who is rude or
inconsiderate, and a manager who has poor human skills can reduce both the
morale and productivity of his or her subordinates.

Managers who have effective human skills, however, often have employees who
possess positive attitudes and strong desires to increase their productivity. In a
business environment, it typically is important for managers to work effectively
with their peers, subordinates and supervisors. Other interpersonal skills include
the ability to effectively communicate and collaborate with teams.

Mr. Clifford Fonseka, is having very good relationship building personality

where he had been practicing in his corporate life. As well as, to face this situation
he should be able to work deploying rich human skills in CROA, then he could be
able to face to the problem positively.

3.3. Technical Skills

Technical skills involve knowing about things and physical processes. For
example, if three steps are required in a waste management process, individuals
who have technical skills would know how to implement each of these three steps.
People often obtain technical skills either through job training or technical colleges.
Supervisors over specific departments usually are managers who have strong
technical skills.

As a new comer to the construction industry, Mr. Clifford Fonseka, should have
to improve his technical skills among the industry to face this situation. Otherwise,
he has to depend on another person, it is not good for his position, therefore, and
he should have to improve technical skills.

Other than the above skills, he should be considered about the following skills
also.

3.4. Communication Skills

Fig. No. 3.3. - The communication process

Effective communication is about more than just exchanging information; it's

also about understanding the emotion behind the information. Effective
communication can improve relationships at home, work, and in social situations
by deepening your connections to others and improving teamwork, decisionmaking, and problem solving. It enables you to communicate even negative or
difficult messages without creating conflict or destroying trust. Effective
communication combines a set of skills including nonverbal communication,
attentive listening, the ability to manage stress in the moment, and the capacity to
recognize and understand your own emotions and those of the person youre
communicating with.

There are several Effective Communication skills as follows;

3.4.1. Listening

Create an environment where everyone feels safe

Save time

Relieve negative emotions

Avoid interrupting

Avoid seeming judgmental

Show your interest

3.4.2. Nonverbal communication

Practice observing people

Be aware of individual differences

Look at nonverbal communication signals as a group

Use nonverbal signals that match up with your words

Use body language to convey positive feelings

3.4.3. Managing Stress

Recognize when you are becoming stressed

Take a moment to calm down

Bring your senses to the rescue

Look for humor in the situation

Be willing to compromise

Agree to disagree

3.4.4. Emotional awareness

Emotional

awareness

the

consciousness

of

your

moment

to

moment emotional experience and the ability to manage all of your feelings
appropriately is the basis for effective communication.
Emotional awareness helps you;

Understand and empathize with what is really troubling your staff

Understand yourself, including whats really troubling you and what

you really want

Stay motivated to understand and empathize with your staff, even if

you dont like them or their message

Communicate clearly and effectively, even when delivering negative

messages

Build strong, trusting, and rewarding relationships, think creatively,

solve problems, and resolve conflicts

3.5. Administrative Skills

The top-level management needs administrative skills. They should know how
to make plans and policies, which are important to the organization and also know
how to get the work done. Yet, they should be able to co-ordinate different
activities of the organization and also to control the full organization.

As a well experienced and knowledgeable professional, Mr. Clifford Fonseka

has the administrative skills in the expected level. He should try to show his skills
on his subordinates by Planning, Organizing, Leading and Controlling to achieve
the objectives of CROA.

3.6. Management process

Planning
Select goals and
ways to attain
them

Controlling

Organizing

Monitor activities and

make corrections

Assign responsibility for

task accomplishment

Leading
Use influence to
motivate
employees

Fig. No. 3.4 Management process

3.6.1. Planning

Planning is the function of management that involves setting objectives

and determining a course of action for achieving those objectives. Planning
requires that managers be aware of environmental conditions facing their
organization and forecast future conditions. It also requires that managers
be good decision makers.

Planning is decision making process, it is making decisions on future

course of actions, such as employees carrier & income development

Planning involves taking decisions on vision, mission, values,

objectives, strategies and policies of an organization. for an
example; increasing company sale by 30% within next five years

Planning is done for immediate, short term, medium term and long
term periods and it is a guideline for execution/implementation.

It is a measure to check the effectiveness and efficiency of an

organization.

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3.6.2. Organizing

Organizing is the function of management that involves developing an

organizational structure and allocating human resources to ensure the
accomplishment of objectives. The structure of the organization is the
framework within which effort is coordinated. The structure is represented
by the span of control of Mr. Clifford Fonseka. Decisions made about the
structure of an organization are generally referred to as organizational
design decisions.

Organizing involves determination and grouping of the activities.

Designing organization structures and department based on this

grouping.

Defining the roles and responsibilities, authorities and relationships

of the departments and of the job positions within these departments.

3.6.3. Leading

Leading involves the social and informal sources of influence that you use
to inspire action taken by others. If managers are effective leaders, their
subordinates will be enthusiastic about exerting effort to attain
organizational objectives.

It is one of the most important functions of management to translate

company's plans into execution.

It includes providing leadership to people so that they work willingly

and enthusiastically.

Directing people involves motivating them all the time to enthuse

them to give their best.

Communicating companys plans throughout the organization is an

important directing activity.

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3.6.4. Controlling

Controlling involves ensuring that performance does not deviate from

standards. Controlling consists of three steps, which include;

a) Establishing performance standards,

b) Comparing actual performance against standards
c) Taking corrective action when necessary.

Performance standards are often stated in monetary terms such as

revenue, costs, or profits but may also be stated in other terms, such as credit
collections, number bad debts, or levels of quality or customer service.

It measures actual performance against the plans.

It sets standards or norms of performance.

It measures the effective and efficiency of execution against

these standards and the plans.

It periodically reviews, evaluates and monitors the performance.

If the gaps are found between execution levels and the plans,
controlling function involves suitable corrective actions to expedite
the execution to match up with the plans or in certain circumstances
deciding to make modifications in the plans.

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4. Power and Influence of the position of General Manager Sales

Both Leaders and followers use power and influence to get things done in
organization.

Power

Influence

4.1. Power

Power is the potential ability to influence the behavior of others. The power of
traditional managers comes from the organization. The position of the manager
gives him the power to reward or punish subordinates to influence their behavior.

Different sources of power have been identified and can be described based on
power Sources, Positional Power and Personal Power:

4.1.1. Positional Power

a) Legitimate power

Legitimate Power is related to the position or status of the person in the

organization. The person believes that they have the right to make demands
on others and expect them to be compliant. Legitimate power gives the
leader power over their direct reports. The more senior a person is and the
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more people in their team the more positional power the person perceives
that they have. All managers have some degree of positional power.

As the General Manager of Sales, Mr. Clifford Fonseka is directly getting

this legitimate power uncontestably. Therefore, he can use this power to
influence his subordinates as long as. But, Mr. Fonseka should keep in mind
that subordinates are influenced by the position and not by him and should
develop other sources of power to increase his influencing skills and achieve
results through his subordinates.

b) Reward power

Reward power is the ability to give rewards. Examples of these rewards

are promotions, pay increases, working on special projects, training and
developmental opportunities and compliments. Reward power is the result
of legitimate power. Reward power is using the pull approach to influencing
others. Reward power is limited the leaders position in the organization.
Leader may not always have complete control over the rewards. However,
due to leaders position he may be able to have some influence in the
rewards.

Therefore, Mr. Fonseka have to suggest some rewards strategies for his
subordinates and should make feeling them that he is the person who give
them rewards. Then he can create a positive relationship among his
subordinates.

c) Coercive power

Coercive Power is the opposite of Reward Power. It is the ability to use

threats and punishments. Many leaders abuse this source of power leading
to greater problems. Extensive use of coercive power should be avoided by
Mr. Fonseka. Leadership styles may tend to be very autocratic. Be careful
that Mr.Fonseka is not exerting power over others inappropriately.

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4.1.2. Personal Power

a) Expert Power

Expert refers to the power that people have who have specialist
knowledge, who are experts in their field or have knowledge or skills that
are in short supply. People tend to listen more to those who demonstrate
expertise. Expert power does not require positional power. Leaders and
managers should also be aware of use expert power where it exists in their
teams. To ignore is potentially abusing their positional power.

Mr. Fonseka, is not expertise in the construction industry, but he is an

expert as a Manager, as well as he is holding an MBA from leading
university, specializing Project Management. Therefore he can use that
expertise to influence subordinates.

How can Mr. Fonseka use and develop expert power as a leader?

Use it to offer guidance and support to his team and to motivate them

Use it to gain respect for his position, skills and knowledge from his
peers, those above he in the organization, from his team, from
customers, suppliers and other that he interacts with

Develop expertise, both knowledge and skills, that are required for his
position. Keep himself informed of new developments in his area

Maintain his credibility by participating in discussions that he is well

informed on. Beware of trying to give the impression that he is an
expert in all areas.

Be open to discuss concerns that his team or others may have. By

listening to their concerns he can use his expertise to allay them. Thus
creating credibility and respect. This is a very important skill in leading
change and managing resistance

Acknowledge the expertise that is in his team. He does not need to have
more expertise than them in every area

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b) Referent power

Referent power is the ability of others to identify with those who have
desirable resources or personal traits. Mr. Fonseka may also hear of
charismatic power. This comes from the personal characteristics of the
person. For example: Their energy, endurance, empathy, toughness, humor,
charm. People with this source of power can influence people. However,
again be careful that Mr. Fonseka does not abuse it.

4.2. Interpersonal influence tactics to be used.

Leader

1. Use rational persuasion

should make them feelings, if they

achieve targets they will be rewarded

2. Make people like you

should show consideration and respect,

treats people fairly, and demonstrates
trust in others.

3. Rely on the rule of

reciprocity

Mr.Fonseka can influence others

through the exchange of benefits and
favors.

4. Develop allies

Mr.
Fonseka
can
talk
with
subordinates outside of formal
meetings to understand their needs and
concerns.

5. Be assertive-ask for
what you want

Make an enviroment to make a direct

and personal request from Mr.Fonseka
by subordinates

6. Make use of higher

authority

sometimes to get things done

Mr.Fonseka may have to use his
formal authority

7. Reward the behaviors

you want

Mr.
Fonseka
organizational
punishments to
behavior.

can
also
use
rewards
and
influence other's

Fig. No. 4.1. Interpersonal influence tactics

Leaders often use a combination of influence strategies, and people who are
perceived as having greater power and influence typically are those who use a wider
variety of tactics.

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5. Leadership

5.1. Servant Leadership

A servant leader behave self-interest to serve others and the organization.

Servant leaders operate on two levels; for the fulfillment of their subordinates
goals and needs and for the realization of the larger purpose or mission of their
organization.

Share
Leadership
Provide
Leadership

Value People

Servant
Leadership
Display
Authenticity

Develop
People
Build
Community

Fig. No. 5.1 Servant Leadership

17

5.1.1. Characteristics of Servant Leadership

a) Listening, Empathy & Healing
A servant leader puts the emphasis upon listening effectively to
others. A servant leader needs to understand others' feelings and
perspectives. A servant leader helps foster each person's emotional and
spiritual health and wholeness.
b) Awareness, Persuasion & Conceptualization
A servant leader understands his or her own values and feelings,
strengths and weaknesses. A servant leader influences others through
their persuasiveness. A servant leader needs to integrate present realities
and future possibilities.
c) Foresight & Stewardship
A servant leader needs to have a well-developed sense of intuition
about how the past, present, and future are connected. A servant leader
is a steward who holds an organization's resources in trust for the greater
good.
d) Commitment to the growth of people & Building community
A servant leader is responsible for serving the need of others and to
help create a sense of community among people.
5.2. Authentic Leadership

Fig. No. 5.2 Authentic Leadership

18

Authentic

leaders,

genuinely desire

to

serve

others

through

their

leadership. They are interested in empowering the people they lead to make a
difference; more than they are interested in power, money or prestige for
themselves. They are guided equally by the heart and the mind practicing heartbased guidance grounded in passion and compassion, as well as thoughtful
leadership grounded in the qualities of the mind.

They lead with purpose, meaning and values. And their people relationships are
extremely strong. People follow them because they are consistent, reliable and
strong. When they are pushed to go beyond their beliefs and values, they will not
compromise. They are dedicated to personal growth and learning because they
believe that becoming a leader takes a lifetime.

Authentic leaders are self-aware and genuine

Authentic leaders are mission driven and focused on results.

They lead with their hearts.

They focus on the long term.

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6. Motivational Strategies to be implemented

To win this challenge, Mr. Clifford Fonseka should have to use motivational
strategies for his subordinates. If they motivate Mr. Fonseka will be able to achieve
organizational goals easily.

a) When set goals should have to be sure they are realistic and achievable and make
them small to start.
b) Establish rewards for progress towards goals. Such as, create a competition to
reward the most achievable sales team with, cash prizes, foreign tours, etc.,
through am awards ceremony.
c) Create a strategic promotional scheme based on performances, attitudes and
beliefs for the sales team.
d) Creating an attractive incentive scheme based on sales performances to
encourage to achieve targets.
e) High benefited medical insurance scheme to the sales team and their families
could be introduced.

20

7. Conclusion

As a very good relationship building personality Mr. Fonseka will be able to absorb
and practices above characteristics to solve the situation facing in CROA and he will
be able to create a great team with the current team. As well as he should try to giving
awards to the current sales team behind him to encourage them to achieve the company
goals.

He should follow the instruction and methods given above to win the task in CROA
as well as should follow the motivational strategies to encourage the staff to drive to
the goals of the company by discussing with board of directors.

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8. References

The Study book, New Era of Management by Richard L. Draft

www.wikipedia.org

www.investopedia.com

www.leadership-development-tips.com

www.forbes.com

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