FIGURE 1.

4 PERCENTAGE OF TIME SPENT ON FUNCTIONAL ACTIVITIES BY

ORGANIZATIONAL LEVEL

Top Managers

Planning Staffing Train- Leading Controlling

ing
35% 10% 5% 30% 20%

Middle Managers
Planning Staffing Training Leading Controlling
28% 10% 10% 30% 22%

First-Line Managers
Planning Staffing Training Leading Controlling
15% 20% 25% 25% 15%
 SALES MANAGEMENT SKILLS
1. CONCEPTUAL AND DECISION SKILLS
Refer to the cognitive ability to see the organization as a
whole and the relationships among its parts.

2. PEOPLE SKILLS
Involve the ability to work with and through other people and
to work effectively as a group member.

3. TECHNICAL SKILLS
The ability to perform a specialized task that involves a certain
method or process.
 PROMOTION FROM SALESPERSON TO SALES MANAGER

Changes that occur when a person becomes a

new manager:
Perspectives change .1
Goals change .2
Responsibilities change .3
Satisfaction changes .4
Job skill requirements change .5
Relationships change .6
FIGURE 1.6 RELATIONSHIP OF CONCEPTUAL AND DECISION, PEOPLE, AND TECHNICAL SKILLS TO SALES
LEADER LEVEL

Conceptual and People Skills Technical Skills

Decision Skills

Top Sales Leaders

Middle Sales Leaders

First-Line Sales Leaders

Nonmanagerial Salespeople
 PROBLEMS NEW MANAGERS EXPERIENCE

Lack of preparation for the job.•

Expected to step into the job and •
immediately function effectively.
Often lacks an immediate peer group.•
 MAKING A SUCCESSFUL TRANSITION TO
MANAGEMENT

Have a learning attitude – a •

willingness to learn, change, adapt,
and seek help when needed.
Having realistic expectations.•
Leave the old job behind.•