“Management needs those who practice what it preaches or else it is a breach of trust with employees and other stakeholders”. A microscopic view substantiates that this creed and class in quite a few organizational set-ups, especially in the middle level, are substantially distanced, detached and liberated from the responsibility of discharging what is due from it. It sets a dangerous precedent as it graduates into an inner mechanism that back-pedals the business's progress and sustainability. It is a common scene that due to the wide-spread, organic growth in the influence of this class within the organization, the major stakeholders called the customers are "I am fighting a losing battle with this company", "my opportunity to strike another better deal has been snatched by your willy/fake sales executives", "you sell less to me, buy(my money) more from me", "your corrupt and untrained staff stall my right to enjoy my privilege as a customer" and the moaning goes on.
Why customers are being put into such a hapless state of affairs and by whom? Not a 62 million-dollar question. Simple and authentically, the answer should point fingers at them called "managers".No layer is immune to this corrupt behavior of serving the whole. Lack of depth in the knowledge to deliver the best and the consequent molding of "untrained staff" are better termed as the basic reasons behind such a worst-case scenario faced by customers. Managers need to be resourceful, both specifically and generally, and must be able to give birth to a team that can sell well and serve well. Any issues such as relating to the lack of expertise to sell the goods/service on the part of anyone from the sales force must be construed as a weakness on the part of the manager who must be accountable for any double price paid by the customers and must be accountable for the cost added in many ways by the company due to short-selling or incompetent handling of the customers.
Managers, by sticking to the ritual of pushing the sales force in to the open and insisting them generate revenues and then starting to think that things would take its own course automatically for the customers and customers need no back-up apparently,mean that they are adding additional risks in running the business into a profitable unit and such a company will be bearing a taxation on many counts from it own human assets. Exercises such as appointment and recruitment based on favoritism but not on merit can prove counter-productive and may bring in a culture of "do-it-as-i-please" and "happy-go-lucky" by the proud sailors and other crews.