1. C ASE S TUDY : C HANGING Q UOTAS B Y S USAN S TEELE MIE435: Laura Beatty, Andrew Connor, Julia Haynes, Paige Mauney, Tread Snedecor, Anne Strickland

2. A GENDA  Background  Critical Issues  Recommendations  Timeline  Comments

3. B ACKGROUND Diebold Equipment Manufacturer for Financial Industry Ron Tenuta Divisional VP (Number oriented, not a “people” person) Carroll Lawrence Sales Manager (Susan’s former boss) Bob Ricucci Regional Sales Manager (Young, inexperienced) Susan Steele Senior Sales Representative (Motivated, successful employee) Fidelity Federal Bank Financial Institution Albert Greenwood CEO (Vision to change bank by jumping on technology) Tom Leney Senior Vice President (Saw opportunity in updating ATMs)

4. C RITICAL I SSUES  Diebold has a weak Corporate Culture  Communication  Between Susan & her boss  Policy Inconsistencies  Quota system  Corporate Culture  Goals of Management and Susan are not the same  Ethics  Male dominance

5. C OMMUNICATION  Provide explanation & support  Acknowledge success  “2-Way” communication  “Working for a large company”

6. P OLICY I NCONSISTENCIES  Lack of policy/standards  Frequent changes  Equity Theory

7. C ORPORATE C ULTURE & E THICS  Lunch incident  Showing two different personalities  Susan’s achievement  Diebold was focused on compensation/quota  Male dominance  10 out of 700  Susan’s desire to be promoted  Felt she wound not be taken seriously

8. R ECOMMENDATIONS Mentor Program Evaluations Monthly meetingsPosters & Rewards

9. T IMELINE : D IVE INTO D IEBOLD

10. C OST  Posters: $100  Mentor training (1 day): $665  Plaque: $400  Meetings with CEO: Skype, $0  Ropes Course: 2 hr slots, $40/ person. $750 minimum.  TOTAL: $1,915

11. Q UESTIONS