Aug 30, 2016 · A salesperson has been given the intellectual property of a competitor. The salesperson, who is uncertain how to handle the situation, seeks the guidance of an attorney. The salesperson is most likely operating at which level of moral development? Conventional
The salesperson, who is uncertain how to handle the situation, seeks the guidance of an attorney. The salesperson is most likely operating at which level of moral development? Question 39 Which of the following statements about bribery is most likely true?
Tip 5: Manage stress and anxiety. Taking steps to reduce your overall stress and anxiety levels can help you interrupt the downward spiral of negative thoughts, find inner calm, and better cope with the uncertainty in your life. Get moving. Exercise is a natural and effective stress-reliever and anti-anxiety treatment.
A salesperson has been given the intellectual property of a competitor. The salesperson, who is uncertain how to handle the situation, seeks the guidance of an attorney. The salesperson is most likely operating at which level of moral development?
A salesperson can minimize exposure to costly misrepresentation and breach of warranty lawsuits if the salesperson: thoroughly educates customers before making a sale. A company decides to split one of its high-performing territories into two.
When the salesperson says to the new prospective customer, "I believe my company sells the best mattresses and that you can't find any better," it is an example of: sales puffery.
Two major influences on the ethical behaviour of sales personnel are employees and the organization itself.
Explanation: Key accounts are those that involve extra-large customers and generate a great deal of sales.
Explanation: Noise consists of any factors that distort communication between buyer and seller. Noise includes barriers to communication, such as culture, language, and interruptions.
RebatesRebates are popular with both consumers and the manufacturers that provide them. When you get a rebate, you are refunded part (or all) of the purchase price of a product after completing a form and sending it to the manufacturer with your proof of purchase.
Sales ethics refers to a set of behaviors that ensure that every lead, prospect and customer is treated with respect, fairness, honesty and integrity. It means that, as a salesperson or marketer, you put the people you sell to first. You respect their choices and opinions instead of forcing your agenda on them.
Clearly defining and communicating a code of ethics and code of conduct for selling will help your business meet its ethical selling obligations. Demonstrating ethical sales practices is good business – it helps earn the trust and loyalty of your customers and strengthens your reputation.
Sales EthicsFoster trust and credibility with the customer. ... Be accountable. ... Share clear, truthful information. ... Provide fair competitive comparisons. ... Address problems head-on. ... Follow through on commitments to the customer. ... Take objections in stride. ... Lead by example.More items...•Nov 11, 2019
Because salespeople's activities in the field cannot be closely monitored, their employers trust them to act in the company's best interests. When spending from their company's expense accounts, salespeople should act as though they are spending their own money.
A business should be managed ethically for many reasons: to maintain a good reputation; to keep existing customers and attract new ones; to avoid lawsuits; to reduce employee turnover; to avoid government intervention; and to please customers, employees, and society.
Examples of ethical behaviors in the workplace includes; obeying the company's rules, effective communication, taking responsibility, accountability, professionalism, trust and mutual respect for your colleagues at work. These examples of ethical behaviors ensures maximum productivity output at work.Nov 20, 2019
Explanation: Integrity, trust, and character help form the values or moral code of conduct toward others. Respect for the dignity of the individual is at the heart of the universal moral code referred to as "the Golden Rule" by most people of the world. 36.
101. Linda Moore is a commission salesperson whose territory for the last nine years has been the entire state of Virginia. Through hard work she has greatly increased her company's business in the region. Now her manager has decided to split the state into two territories.
Barna Research is conducting an ongoing study of sources influencing Americans' ethical and moral decision-making processes. In early returns, Barna found the leading influencers in American society to be movies, television, the Internet, books, music, public policy and law, and family. 43.
Explanation: Key accounts are extra-large customers and generate a great deal of sales commissions for salespeople. House accounts are handled by a salesperson from the home office so that the firm does not have to pay sales commissions. Sharon will be upset because she is losing commissions for a large account. 80.
Explanation: Principle-based statements are designed to affect corporate culture, define fundamental values, and contain general language about company responsibilities, quality of products, and treatment of employees. Policy-based statements generally outline the procedures to be used in specific ethical situations.
Explanation: An ethical dilemma arises in a situation when each alternative choice or behavior has some undesirable elements due to potentially negative ethical or personal consequences. Salespeople want to boost sales for the firm but also need to be ethical with their customers.
While many things remain outside your control, your mindset is key to coping with difficult circumstances and confidently facing the unknown.
Fear and uncertainty can leave you feeling stressed, anxious, and powerless over the direction of your life. It can drain you emotionally and trap you in a downward spiral of endless “what-ifs” and worst-case scenarios about what tomorrow may bring. We’re all different in how much uncertainty we can tolerate in life.
But all of us have a limit. If you feel overwhelmed by uncertainty and worry, it’s important to know that you’re not alone; many of us are in the same boat.
While uncertainty and change are inescapable parts of life, we often adopt behaviors to try to cope with the discomfort they can bring. In addition to worrying through every possible scenario, you may:
The following tips can help you to: Focus on controlling those things that are under your control. Challenge your need for certainty. Learn to better tolerate, even embrace, the inevitable uncertainty of life.
While we may not wish to acknowledge it, uncertainty is a natural and unavoidable part of life. Very little about our lives is constant or totally certain, and while we have control over many things, we can’t control everything that happens to us.
You may think that bottling up how you feel, trying to put on a brave face, or forcing yourself to be positive will provide the best outcome.
Your role as a manager is to “project confidence and strength.”. Even though the situation is fast-moving and you don’t have perfect information, you need to be honest about what you know, says Amy Edmondson, the Novartis Professor of Leadership and Management at Harvard Business School.
Summon your courage. As a frontline manager, your goal is to be “the person [your workers] turn to” for guidance and direction. The right mindset is critical, says Edmondson. Channel your inner “platoon leader,” and prepare as you would for battle. She recommends sticking to your routines as much as you can.
To that end, Eugenie has had frequent one-on-one calls with her reports as well as other people managers throughout the company. She is straightforward and confident. “I say, ‘I don’t know what’s going to happen, but I can tell you that layoffs are not in the discussion at all right now,” she says. “The goal is to keep our team intact and come out of this in the best possible position.”
Some employers want to ask for medical information in response to an employee’s performance or conduct problem because they believe it might help them to understand why the problem exists and what might be an appropriate response.
A core function for any supervisor is managing employee performance. Performance management, if done effectively, can help avoid discrimination, in addition to furthering an employer’s business objectives. “Performance management systems that involve explicit performance expectations, clear performance standards, accurate measures, and reliable performance feedback, and the consistent application of these standards [to all employees], help to reduce the chances of discriminatory ratings.” 1 Additionally, employees work most effectively when they clearly understand what is expected of them and know that their performance will be measured against a standard that is fair and applied even-handedly. The same principles apply to workplace rules concerning employee conduct.
Although, an employee’s disability typically has no bearing on performance or conduct, sometimes an individual’s disability may contribute to performance or conduct problems. When this is the case, a simple reasonable accommodation often may be all that is needed to eliminate the problem.
Employers may require employees to wear certain articles of clothing to protect themselves, coworkers, or the public ( e.g., construction workers are required to wear certain head gear to prevent injury; health care workers wear gloves to prevent transmission of disease from or to patients). Sometimes employers impose dress codes to make employees easily identifiable to customers and clients, or to promote a certain image ( e.g., a movie theater requires its staff to wear a uniform; a store requires all sales associates to dress in black). A dress code also may prohibit employees from wearing certain items either as a form of protection or to promote a certain image ( e.g., prohibitions on wearing jewelry or baseball caps, or requirements that workers wear business attire). 81
Title I of the ADA covers private, state, and local government employers with 15 or more employees; Section 501 of the Rehabilitation Act of 1973 covers federal agencies. The statutes contain identical anti-discrimination provisions. 3
38 The ADA does not protect employees from the consequences of violating conduct requirements even where the conduct is caused by the disability. 39.
5. A “qualified” individual with a disability can (1) satisfy the requisite skill, experience, education and other job-related requirements and (2) perform the essential functions of a position with or without reasonable accommodation. 6.