What is the likely cause of CSDs problems?

Complete the questions for the Applications for Chapter 10 – Changing a Promotion System

The name of the book is Staffin Organizations

Chapter 10, Page 544-545, Questions 1, 2, and 3.
Your responses to each question should be very thorough, complete, and relatively comprehensive that should be reflective of college-level formal writing.
Provide a title page.
Use a “Question and Answer” format – i.e., type out the question in full and then answer it thoroughly. This will make it very clear as to which question you are answering, rather than one combined or blended essay answer for all questions.
Double-space your responses. You should be aiming for at least one page or more for each question and response.
You will need to cite the textbook as an authoritative resource in answering these questions, so include parenthetical citations, where appropriate, and a References list at the end of your paper.

APPLICATIONS
Changing a Promotion System

Bioglass, Inc. specializes in sales of a wide array of glass products. One area of
the company, the commercial sales division (CSD), specializes in selling high-
tech mirrors and microscope and photographic lenses. Sales associates in CSD are
responsible for selling the glass products to corporate clients. CSD has four levels
of sales associates, ranging in pay from $28,000 to $76,000 per year. There are alsofour levels of managerial positions; those positions range in pay from $76,000 to
$110,000 per year.
Tom Caldwell has been a very effective sales associate. He has consistently
demonstrated good sales techniques in his 17 years with Bioglass and has a large
and loyal client base. Over the years, Tom has risen from the lowest level of sales
associate to the highest. He has proved himself successful at each stage. An entry-
level management position in CSD opened up last year, and Tom was a natural
candidate. Although several other candidates were considered, Tom was the clear
choice for the position.
However, once in the position, Tom had a great deal of difficulty being a man-
ager. He was not accustomed to delegating and rarely provided feedback or guid-
ance to the people he supervised. Although he set goals for himself, he never set
performance goals for his workers. Morale in Toms group was low, and group
performance suffered. The company felt that demoting Tom back to sales would
be disastrous for him and present the wrong image to other employees; firing such
a loyal employee was considered unacceptable. Therefore, Bioglass decided to
keep Tom where he was but not consider him for future promotions. It was also
considering enrolling Tom in some expensive managerial development programs
to enhance his management skills.
Meanwhile, Toms replacement, although successful at the lower three levels
of sales associate positions, was struggling with the large corporate contracts that
the highest-level sales associates must service. Two of Toms biggest clients had
recently left Bioglass for a competitor. CSD was confused about how such a disas-
trous situation had developed when they seemed to make all the right decisions.

Based on this application and your reading of this chapter, answer the following
questions:
1. What is the likely cause of CSDs problems?
2. How might CSD, and Bioglass more generally, make better promotion deci-
sions in the future? Be specific.
3. In general, what role should performance appraisals play in internal selection
decisions? Are there some cases in which they are more relevant than others?
Explain.

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