Autor: Maciej Schab

Started my career holding a position of president (2000-2004) and then v-ce president (2004-2012) of Consumer Federation (NGO) for the local office in Krakow. Simultaneously, in 2001 I joined international financial group where I undertook different roles in the following areas: sales and distribution sales channels, management quality control, audit, change management. I worked there until 2011. Also, in 2001 I started up my own company which since then has been offering training and consultations in business law, compliance, sales management and general business management. From 2012 to 2013 I was appointed the consultant for Minister of Justice in Poland. My responsibilities included advising on the law regulation and analysis of free market development matters. Currently, I am still involved in few business initiatives and local government projects aiming at developing employment opportunities especially for young people. My experience includes also teaching business modules at high schools and private universities in Krakow. I was commercial director in manufacturing company. Currently, I share my knowledge during consulting projects, trainings and lectures.

Implementing changes in the sales department. Part 9/12. Stage VII – Staff changes.

Napisano 10 czerwca 2020 przez Maciej Schab

The consistent implementation of the process of implementing changes and the motivation system presented in previous stages was aimed at assessing the team’s potential and raising the competence of its

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Implementing changes in the sales department. Part 8/12. Stage VI – Determining the employee’s competence profile.

Napisano 4 czerwca 2020 przez Maciej Schab

Employees of customer service and sales should be people who understand customers from the emotional side and be able to reach their shopping motivations. In addition, they should have a

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Implementing changes in the sales department. Part 7/12. Stage V – Identification of motivators and demotivators in teamwork.

Napisano 29 maja 20204 czerwca 2020 przez Maciej Schab

The team’s work efficiency is influenced by many factors that can strengthen or weaken employees’ attitudes. At the same time, one should not be limited to motivation theories and the

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Implementing changes in the sales department. Part 6/12. Stage IV – Defining the team roles of individual employees.

Napisano 15 maja 20204 czerwca 2020 przez Maciej Schab

This stage of team potential analysis is an activity that should be combined with broadly understood managerial intuition. This is associated with a certain vision of team building, and in

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Implementing changes in the sales department. Part 5/12. Stage III – Analysis of employees’ competences and division of tasks.

Napisano 3 maja 20204 czerwca 2020 przez Maciej Schab

Managerial analysis of employee competences can be implemented based on the following data sources: Periodic severance pay – observation of team behavior, Delegation of special tasks – checking individual managerial

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Implementing changes in the sales department. Part 4/12. Stage II – Understanding the characteristics of employees.

Napisano 22 kwietnia 20204 czerwca 2020 przez Maciej Schab

This element of implementing changes cannot be treated as closed in time. Throughout the cooperation period, the manager gets to know his employees during various professional and sometimes private situations.

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Implementing changes in the sales department. Part 3/12. Stage I – Team communication system.

Napisano 14 kwietnia 20204 czerwca 2020 przez Maciej Schab

This is the third part of the series on implementing changes in the sales department. The previous two sections concerned identifying problems. This article describes the first stage of implementing changes and deals with team communication.

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Autor: Maciej Schab

Implementing changes in the sales department. Part 9/12. Stage VII – Staff changes.

Implementing changes in the sales department. Part 8/12. Stage VI – Determining the employee’s competence profile.

Implementing changes in the sales department. Part 7/12. Stage V – Identification of motivators and demotivators in teamwork.

Implementing changes in the sales department. Part 6/12. Stage IV – Defining the team roles of individual employees.

Implementing changes in the sales department. Part 5/12. Stage III – Analysis of employees’ competences and division of tasks.

Implementing changes in the sales department. Part 4/12. Stage II – Understanding the characteristics of employees.

Implementing changes in the sales department. Part 3/12. Stage I – Team communication system.

Maciej Schab

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