Table of Contents
Summary of the Plot
Glengarry Glen Ross is an American movie, the events of which happen in New York City. The movie demonstrates two days of the actual lives of two typical sales representatives working in the real estate sector of a corporation. The salesmen became worried about their employment in the organization when a trainer, who was sent by the management to motivate them, informed that some of salesmen would be fired in two weeks. The film indicated that the salesmen were using dubious means of sales in the organization and could not perform their work as expected of them, thus necessitating an action by the management of the corporation to find an expert to train them on sales issues.
The Analysis of Characters
The characters that I will focus on are George Aaronow (Arkin) and Dave Moss (Harris) due to their concern about Glengarry leads. They protested the actions of Murray and Mitch for returning to the office and stealing those leads, and sold them to a competitor. Thinking that they will be victimized, Moss refused to do it himself but asked Aaronow to undertake the initiative. The latter seemed hesitant, but Moss tried to force him into the stealing. In this case, Moss seemed to be a coercive person and tried to resort to force, which is not the characteristic of a good leader. On the other hand, Aaronow seems to be fearful of committing a crime in the company despite being coerced into doing the act (Cooper, Nieberding, & Wanek, 2013).
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Approaches to Management
In terms of the approaches to management, as presented in the film, the two characters used various models in performing their marketing duties and behaving towards each other as outlined below.
Trait Approach
Using trait approach, Moss displayed unique features that affected his relationship with the other sales clerks in the management system of the organization. This may have led to shortage and salespersons turnover in the facility among the officers, which was unavoidable although the degree differed from one department to another. The fact is that, when sales representatives leave work, it creates vacuum that needs to be filled for effective and efficient operation of the system (Kreitner, Angelo, & Nina, 2007). The failure to replace the salesmen who have left their duties will mean that a few remaining might be overworked or overwhelmed, which will lead to low performance. Trait theory indicates that optimum operations of the facility depend on the inherent traits of a person and his/her interests; thus, if an administrator has negative traits, there can be discontent among the salesmen and increased turnover due to massive exit (Miner, 2005).
Situational Approach
Different situations require specific leadership actions. In the facility, there are sales officers who show situational characteristics that do not conform to the culture of the organization. For instance, Moss’ attitude may include dishonesty, rudeness to Aaronow, and abusive behavior towards the colleagues (Kreitner, Angelo, & Nina, 2007). There are different situations that the salesmen must handle separately to achieve organizational goals. The persistence of such characters may not be well for the organization, and such officers may be relieved of their duties by the management.
According to the situational theory of leadership, the salespersons, especially Moss, should respond to each situation in a manner that aims to resolve it, not coercing his colleague into doing the same mistake (Miner, 2005). For, instance, once the undisciplined salesmen are expelled from their duties due to indiscipline, the management is then forced to fill the gap, meaning that there can be massive replacement of the expelled salesmen (Kavanagh & Ashkanasy, 2006). Indeed, the shortage of sales officers and the increase of salesmen turnover influence service delivery in the organization. The management can reduce this by making sure that the salesmen are well versed with the hospital’s culture and adheres to it, thus reducing the occurrence of such situations.
Behavioral Approach
Behavioral approach is very important when handling relationships among salesmen. Due to the uniqueness of personal behavior, administrators must adapt behaviors that reduce the rate of salesmen turnover. In the film, the behavior of Moss was different compared with Aaronow’s and behavior of the other salesmen. In an institution that is almost inevitable, the examples and evidence negatively attributes to behavioral theory that blames personal behavior as the causes of high salesmen turnover rate. It is therefore justifiable that there is a high rate of salesmen turnover due to behavioral differences (Miner, 2005).
For instance, some salesmen behave in a way that does not conform to the organizational culture, and thus they might be forced out of the facility. Besides, some salesmen may opt to resign from their position due to dissatisfaction with the working environment, actions that their colleagues take or seniors’ behaviors, thus forcing the management to expel them and employ new sales representatives (Hawkins & Dulewicz, 2009). Finally, the organization may be forced to dismiss some of its staff due to indiscipline cases among the salesmen, such as stealing from the organization, thus causing high intolerance levels among the salesmen (Kreitner, Angelo, & Nina, 2007). All these aspects will lead to the replacement of salesmen, whose positions have fallen vacant, thus increasing the rate of salesmen turnover in the organization.
The Identified Approach
The approach that best fits my personal and professional philosophy of sales is situational approach. As someone who believes in situational leadership, Aaronow understood that different situations that the organization finds itself in may cause turnover among the salespeople. Consequently, there should be a unique approach to solving each situation (Yang, 2011). Probably, this affected Aaronow’s relationship with Moss. Situations such as salesmen’s retirement, resignation from serving salesmen, termination of a salesmen’s service due to indiscipline, and death of a salesmen lead to salesmen turnover in the organization (Yang, 2011). A situational leader will not approach these issues in a similar manner that Moss applied, but will employ unique strategies to manage the facility under different setup.
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