TITLE

THE CONTROL FACTOR

AUTHOR(S)
Cravens, David W.; Marshall, Greg W.; Lassk, Felicia G.; Low, George S.
PUB. DATE
January 2004
SOURCE
Marketing Management;Jan/Feb2004, Vol. 13 Issue 1, p39
SOURCE TYPE
Periodical
DOC. TYPE
Article
ABSTRACT
The article examines the impact of management control combinations on salesperson consequences. Control consists of the initiatives managers pursue to influence the attitudes and behavior of sales personnel to achieve organizational objectives. The four management control combinations are determined by the extent of output, process, professional and cultural control utilized by sales management. There were three specific objectives in the survey of 1,000 professional salespeople representing 15 of 20 standard industrial classification categories. It is important, however, to consider the context of the high control combination. Salesperson responses from 61 companies are included in the sample, which is evenly distributed based on the size of the organization. The average age of respondents was 44, and 86% were male. Because of survey constraints, it was not feasible to examine management control practices in depth within each industry. High control consistently displayed the highest levels of satisfaction compared to low, bureaucratic and clan control for both methods of control satisfaction. Clan and low control are being used in more than half of the industries in the sample. INSET: THE STUDY.
ACCESSION #
12123050

 

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