1. The table of
organization. Usually the home office determines the basic
organization structure of the branch, district, region, division, or
other field sales unit. Job titles are established, lines of
authority, responsibility, and accountability are defined, and at
least a general pattern of relationships is indicated. In some
companies the table or organization does not exist in written from,
often it is merely a matter of precedent or custom, and in such cases
there is frequently great lattiude for change at local levels. In
other companies the organization structure of the field sales units
is quite specifically defined, and in such cases all local changes
must be made within this framework.
2. The sales manager's
job description. Because it
usually established both the extent and the nature of his authority,'
defines in detail his responsibility and accountability, and
generally outlines the functions he is expected to perform, the field
sales manager's job description provides a general framework for most
of his organizing activity.
3. The salesman's job
description. Because it
usually defines his responsibility and accountability, and describes
in general terms the methods and tools he will be expected to use the
basic instrument of organization-when it is understood and accepted
by the salesman.
4. Procedure and policy
manuals. Manuals or other
documents describing methods of operation to be followed in many
common circumstances are useful organizational instruments because
they further define responsibility be specifying what action is to be
taken, who will take it, and what the extent and limits of this
instruments serve to establish the general boundaries within the
field sales unit must be organized. Beyond the guidance thus
provided, the task of organizing the field sales unit is a matte for
the skill and ingenuity of the field sales manager.