Group 2 - LS100 (G) Antonio, Patrick Baniaga, Erinne Conlu, Jennifer Corral, Patrick Fernandez, Jimmy Lim, Kyne

1) Conduct briefing, goal-setting and team building sessions. The manager must ensure that the employees are oriented and given information about the different religions present in the organization. Included are the general points of each different religion, their dos and donts, intricacies, and the like. This will ensure that no one will be ignorant and cause misunderstandings which may be detrimental to the goals of the organization. The sales manager must also organize and facilitate a goal setting session for his department where every one of his staff will share their own personal goals and at the same time, they work on their department goals (while still having their sales target in mind). This way, everyone is on the same page. Conducting team building sessions will also help the employees to get to know each other more and have a single direction. 2) Create a mentorship program. This may be done by organizing the staff into teams which are to be assigned to the different provinces, with each team composed of new employees and employees who have been in the company since it started. This will enable the more experienced employees to effectively mentor the new ones in their line of work. The new employees could also share new input to their mentors, thus facilitating an exchange of ideas which could be beneficial in terms of meeting their objectives. 3) Create teams or committees to help achieve sales targets. Each team would be in charge of a particular task (or maybe even a particular area, since they should be able to cover the different provinces in Luzon). There should also be diversity within each team, so that the members would have the chance to work even more closely and build better working relationships with each other. It would also help manage the overall diversity of the sales force if the groups are reshuffled with every task, so that the entire sales force would experience working closely with each other. It might even help resolve biases and conflicts among members of the sales force. After that, shift planning could be implemented. After observation of who works well with who, employees could be placed on shifts that allow them to be with people who they can work with best. This would be better than blindly assigning shifts because this would maximize productivity. 4) Ensure the strict implementation of strong and sound policies of equality within the workforce. No special privileges must be given to employees of a certain gender. However, respect for differences in religious beliefs should be maintained. For instance, if their religion calls for them to do worship at a certain hour, they should not be forced to do work at that time. Employees must also be evaluated based on performance, and not their personal background (a meritocracy). A skill-based reward system could then be implemented. This would work better in teams, since rewards foster a better relationship between team members. At the same time, complaints of discrimination among employees should be taken seriously and due process must be undertaken in order to address these issues. 5) Create opportunities for the workers to bond outside of a working mindset. This could be as simple as having unified lunches or breaks where everyone must go to lunch in one single room. Unity and camaraderie are not built in one day, but require a significant amount of time to be formed and nurtured. If the employees are forced to eat together during their breaks, there would inevitably be interaction between them and greater bonds would be formed among the sales force. Doing this would promote friendship and comfort among the employees. Other ideas include having staff dinners or holding parties. One would only need to establish a working relationship with his/her co-workers to be able to work together, but once genuine friendships are formed among the staff members, productivity could rise.