A new approach to the selection of sales staff

Cla ke, Hugh G. A icle A new app oach o he selec ion o sales s a Sou h A ican Jou nal o Business Managemen P o ided in Coope a ion wi h: Uni e si y o S ellenbosch Business School (USB), Bell ille, Sou h A ica Sugges ed Ci a ion: Cla ke, Hugh G. (1982) : A new app oach o he selec ion o sales s a , Sou h A ican Jou nal o Business Managemen , ISSN 2078-5976, A ican Online Scien i ic In o ma ion Sys ems (AOSIS), Cape Town, Vol. 13, Iss. 1, pp. 23-27, h ps://doi.o g/10.4102/sajbm. 13i1.1167 This Ve sion is a ailable a : h ps://hdl.handle.ne /10419/217787 S anda d-Nu zungsbedingungen: Die Dokumen e au EconS o dü en zu eigenen wissenscha lichen Zwecken und zum P i a geb auch gespeiche und kopie we den. Sie dü en die Dokumen e nich ü ö en liche ode komme zielle Zwecke e iel äl igen, ö en lich auss ellen, ö en lich zugänglich machen, e eiben ode ande wei ig nu zen. So e n die Ve asse die Dokumen e un e Open-Con en -Lizenzen (insbesonde e CC-Lizenzen) zu Ve ügung ges ell haben soll en, gel en abweichend on diesen Nu zungsbedingungen die in de do genann en Lizenz gewäh en Nu zungs ech e. Te ms o use: Documen s in EconS o may be sa ed and copied o you pe sonal and schola ly pu poses. You a e no o copy documen s o public o comme cial pu poses, o exhibi he documen s publicly, o make hem publicly a ailable on he in e ne , o o dis ibu e o o he wise use he documen s in public. I he documen s ha e been made a ailable unde an Open Con en Licence (especially C ea i e Commons Licences), you may exe cise u he usage igh s as speci ied in he indica ed licence. h ps://c ea i ecommons.o g/licenses/by/4.0/ A new app oach o he selec ion o sales s a Hugh G. Cla ke Lewis S o es L d., Cape Town P oblems wi h selec ion p ocedu es o sales s a a e discussed. I is di icul o assess he a ie y o cha ac e is ics equi ed o success in sales in an in e iew, bu mos in e iewe s unde alue in o ma ion ha can be gained om di ec obse a ion. The au ho p oposes he use o 'ac ion p o iling', o assess pe sonali y based on body mo emen . Ca e ul obse a ion o pos u al mo emen (big body mo emen s) and ges u al mo emen s (smalle limb mo emen s) can p o ide in o ma ion on mo i a ional cha ac e is ics (asse ion) and ask o ien a ion (pe spec i e) o indi iduals. A b ie o e iew is gi en o esea ch on he ela- ionship be ween body mo emen and pe sonali y, and he au ho gi es his adap a ion o hese heo ies o in e p e ing beha iou al-ac ion endencies in sales s a . I is p oposed ha ac ion p o iling echniques, al hough s ill in an ea ly s age o de elopmen , could make a aluable con ibu ion, in conjunc ion wi h exis ing echniques, o imp o ed selec ion o ' he igh pe son' o he sales job. S. A . J. Bus. Mgm . 1982, 13: 23- 27 P obleme wa me bes aande keu ingsp ak yke i e koopspe soneel onde ind wo d, wo d besp eek. Di! is moeilik om die e skeidenheid an pe soonlikheidseienskappe wa nodig is om sukses me e kope e behaal, in 'n onde houd e e aluee , maa die mees e onde houd oe de s onde ska die waa de an inlig ing wa deu di ek e waa ne- ming e k y kan wo d. Die ou eu s el die geb uik an 'aksie- p o iele' oo om pe soonlikheid op g ond an liggaamsbewe- gings le beoo deel. Ve sig ige waa neming an houdingsbewe- ging (g oo liggaamsbewegings) en gebaa beweging (kleine ledemaa bewegings) kan inlig ing oo mo i e ingseienskappe en aako ien e ing an indi idue e ska . 'n Ko oo sig wo d gegee an na o sing oo die e wan skap ussen lig- gaamsbewegings en pe soonlikheid en die ou eu gee sy aan- passing an hie die eo iee i die in e p e asie an ged ags- aksie neigings in e koopspe soneel. Di! wo d oo ges el da aksie-p o iel egnieke, alhoewel nog in 'n oee on wikke- lings adium, 'n waa de olle byd ae saam me bes aande egnieke o e be e de keu ing an 'die eg e pe soon' i die e koops aak kan maak. S.·A . Tydsk . Bed y sl. 1982, 13: 23- 27 Hugh G. Cla ke Pe sonnel Manage , Lewis S o es L d., Box 43, Woods ock 7915, Republic o Sou h A ica Recei ed Feb ua y 1981; accep ed Oc obe 1981 In oduc ion The e is li le doub ha selec ion p ocedu es o sales s a in many Sou h A ican companies a e inadequa e. O en, he sc eening p ocess is haphaza d; in e iewe s do no p ope ly assess whe he he applican has he necessa y abili y and skills o he job; he e is equen employee misplacemen ; and s a u no e is high. Small wonde ha sales p oduc i i y is low in so many in- dus ies. The ques ion is -why is his so? Why canno com- panies employ applican s who ha e he igh abili y, ex- pe ience and pe sonali y o he job? The answe lies pe haps no so much wi h he inade- quacies o in e iewe s bu wi h he ac ual sc eening echniques. Theo e ically, selec ing he igh pe son o he job is a s aigh o wa d ask. You analyse he job e- qui emen s, se pe o mance pa ame e s, and selec in- di iduals whose cha ac e is ics ma ch job demands ... bu i is no ha simple! Fo one hing: wha a e he speci ic cha ac e is ics ha a e equi ed by he job? Fo a second; how do you assess ha you applican ac ually has hese cha ac e is ics, and will display hem in he job si ua ion? Dl lcul les o employee assessmen The majo p oblem o employee sc eening and selec ion is ha i is no comple ely scien i ic. The e is no 'p ess bu on' magical way o picking he igh employee simply because he e a e hund eds o in e ening a iables ha can de e mine an indi idual's sales pe o mance. To lis jus a ew: pe sonali y, selling s yle, company policy, buye mo i a ion, indi idual incen i es, communica ion channels, nego ia ing abili y, business clima e, manage ial suppo , decision-making p ocedu es, and many, many mo e. Fich e, he Ge man philosophe said: 'The ype o philosophy a man adop s depends upon he ype o man he is'. Simila ly, he ype o e ail ou le , he ype o a i- cle o be sold, he ype o buying isk, e c., may de e - mine he ype o salesman equi ed by ha business si ua- ion. Each selling si ua ion has i s unique equi emen s and he encyclopaedia salesman, ca salesman and cosme ic saleswoman may ha e li le in common. So -how does a company selec he success ul salesman o saleswoman? Wha cha ac e is ics does he ec ui e look o ? 24 Cha ac e is ics o he Success ul Salesman I we had o lis he equi emen s o an 'ideal' salesman we migh come up wi h some hing like his: ale , obse - an , good use o oice and speech, c~ee ul, help ul, well-g oomed, conside a e, coope a i e, . co~ eous, hones en husias ic, sel -con olled, esponsible, m e es in o h; s, con iden , ac ul, dependable, loyal, liking o people, imagina i e, good memo y, indus ious. . Clea ly, no all hese cha ac e is ics can be assessed m he job in e iew. I is impossible o e alua e 'memo y', 'dependabili y', ' ac ulness', ' esponsibili y', e c. by alking o someone. And he in e iewe should no be misled in o hinking ha job applica ion o ms p o ide all he answe s. They do no . Howe e , he in e iew can gi e he in e iewe use ul insigh s in o he applican 's sui abili y, o example ale - ness, g ooming, chee ulness, en husiasm, pos u e, in- dus y, and so on - hese insigh s being gained di ec ly om obse a ion o he applican . Wha is no app ecia ed by mos in e iewe s is he amoun o in o ma ion o be gained abou he applican om di ec obse a ion. Indeed, di ec obse a ion can ell you whe he you a e employing a h us ul, ag- g essi e, dynamic salesman, o no . I enables you o choose salespe sons who de elop o wa d momen um and who will be ac i e on he job. I enables you o a oid he 'pie-in- he-sky' a mchai salesman who wo ks ou b illian s a egies o ge ing he business, bu ne e ge s he business. These a e subs an ial claims o make o di ec obse - a ion -so le us examine hei alidi y. To do so, we need o discuss 'ac ion p o iling' echniques. Wha is 'ac ion p o iling'? 'Ac ion p o iling' is a ela i ely new echnique which assesses pe sonali y based on body mo emen . I ecognizes ha man is a psycho-biological p ocess: ha how he beha es e lec s wha he is.• Un o una ely, i is ou side he scope o his pape o gi e a de ailed analysis o how body mo emen exp esses cha ac e . Su ice i o say ha big body mo emen s (pos u al mo emen ) is e lec i e o cha ac e and in e - nal mo i a ion, while smalle limb mo emen s (ges u al mo emen s) a e usually lea ned o acqui ed o en wi hin a cul u e and o en e lec beha iou deemed momen- a ily expedien . Pos u e and ges u e a e equen ly me g- ed in one mo emen . Beha iou and pe sonali y The link be ween how a pe son beha es, ( ha is his physical mo emen ), and his pe sonali y, while undeniable, has no always been clea ly s a ed by 'body language' p oponen s. I becomes clea e i we examine he de ini ion o (mo i a ed) beha iou , ha is 'ene gy eleased in he o m o a d i e di ec ed owa ds a goal'. This de ini ion sugges s ha he e a e wo componen s o human beha iou : 81'0 he au ho 's knowledge, his is he i s pape in his coun y o discuss his echnique and i s applica ion. S.-A . Tydsk . Bed yhl. 1982, 13(1) he mo i a ional cha ac e is ics o he indi idual: how much e o o ene gy is eleased in o de o each a goal? (Asse ion) he ask o ien a ion o he indi idual: in wha way is his ene gy eleased; how does he indi idual de ine his goal and se himsel objec i es? (Pe spec i e) Mo i a ional cha ac e is ics (asse ion) Rudol Laban, in his classic book E o ' sugges ed ha ene gy can be eleased by he body in speci ic ways - slowly o quickly; wi h o ce o gen ly; in an uncon olled manne o in a con olled manne ; di ec ly o indi ec ly. Th ough indus ial s udies conduc ed in England du- ing he Second Wo ld Wa , he ound ha he e we e ou componen s o mo emen - ocus, p essu e, ime and low; each o hese e o elemen s ha ing wo quali a i e limi s (o pa ame e s). Fo example: ocus o a en ion could be di ec ... o indi ec ; p essu e could be hea y ... o ligh ; and so on. Th ough his s udies Laban came o ecognize ha a pe son's ene gy- elease pa e ns - dynamic, b isk, slow, con olled, ne ous, e c. -we e somehow ela ed o pe - sonali y. Task o ien a ion (pe spec i e) Despi e his pe cep ion, Laban did no speci ically link he 'e o componen ' o pe sonali y. This honou belongs o Wa en Lamb (1965) who ex ended Laban's analysis o a s udy o how he indi idual shapes -gi es di ec ional ocus o -his e o mo emen s. He did his in e ms o he h ee space dimensions, namely heigh ( ising/ alling), wid h (sp eading/enclosing), inclina ion (ad ancing/ e ea ing). P ac ical esea ch In a numbe o p ac ical s udies, Lamb 2•3, and la e his collabo a o Pamela Ramsden 4 showed he ela ionship be ween body mo emen and pe sonali y. They conclu- ded ha each indi idual has an 'ac ion p o ile' o 'signa u e' ha is exclusi ely his o he s. They also ound gene al ypes o pe sonali y p o ile which occu again and again. Lamb and Ramsden hen applied hei indings o g oup beha iou : in pa icula , o managemen beha- iou and eam building. Fo example: hey assessed ' op managemen ' in a numbe o o ganiza ions and conclu- ded ha 'ideal combina ions o pe sonali ies could, and should, be me ged oge he o o m a " op eam" '. No ably, hey we e able o pinpoin indi idual manage- men s eng hs and weaknesses and make ecommenda- ions o a 'balanced', ully-in eg a ed managemen eam in which he skills and abili ies o all he execu i es we e used o he ull. I should be men ioned he e ha Lamb and Ramsden's esea ch in o pe sonali y h ough 'body mo emen ' is no en i ely new. O he esea che s, o example, K e sch- me 5 and Sheldon6•7•8 ha e linked 'body' and 'pe sonali- y' bu in a sligh ly di e en con ex . K e schme and Sheldon's esea ch is based upon s a ic (non-mo ing) mo.dels, s udies o ana omical body shape o physique, while Lamb and Ramsden's is dynamic-based analysing ac ual physical mo emen . ' s. A . J. Bus. Mgm 1982, 13(1) Beha iou al ac ion s udies Speci ically, Lamb and Ramsden assess 12 key beha- iou al ac ion endencies h ough an assessmen o 'body mo emen '. (Fo a discussion o hese, please e e o he e e ences.) Six o hese ac o s ela e o an indi idual's ac ion mo i a ion; h ee o his o he social in e ac ion; and h ee a e measu es o po en ial ac i i y. Table 1 shows hese beha iou al ac ion endencies as adap ed by he au ho o salespeople: Table 1 Key beha iou al ac ion endencies (sales- people) A. Indi idual ac ion mo i a ion I. In es iga ing (p oduc knowledge, ac - inding, e c.) 2. Explo ing (looking o al e na i e sales possibili ies) 3. De e mining (ha ing i mness o pu pose) 4. Con on a ion (ha ing ecogni ion o immedia e needs o company) S. Deciding (seizing oppo uni ies) 6. An icipa ing (assessing consequences o sales ac ion) B. Social in e ac ion mo i a ion 7. Communica- (in i ing and impa ing knowledge and in o - ing ma ion) 8. P esen ing (in luencing, pe suading, making a posi i e demons a ion) 9. Ope a ing (spu ing people on o ac ion) C. Measu es o po en ial ac i i y 10. Dynamism (d i e in e ms o exe ion) 11. Adap abili y ( eadiness o change one's own posi ion and a i udes) 12. Iden i ying (o sel wi h o ganiza ion, i s pe sonali ies, me hods, aims, e c.) The au ho wishes o poin ou he e ha while Lamb and Ramsden's basic amewo k is used in he ollowing discussion, some o he dis inc ions -e.g. be ween 'ac- ion mo i a ion' and ' ask o ien a ion' a e his own hypo- he ical cons uc s, and a e no d awn by Lamb and Ramsden. The salesman's 'ac ion p o ile' Jus as many salesmen use a ou inized selling echnique such as AIDA (A en ion -In e es -Desi e -Ac ion) o 'sell' o he consume , so he 'ac ion p o ile' p ac i- ione uses a simila echnique -AIC (A en ion -In- en ion -Commi men ) in s udying he salesman's 'body language'. The gene al ela ionship be ween he 'men al' AIDA echnique and he 'physical' AIC echnique is as ollows: Selling echnique Ac ion p o iling (men al) (physical) A en ion . . . . . . . . . . . . . . . . . . . . . . A en ion In e es } · Desi e . . . . . . . . . . . . . . . . . . . . . . . . In en ion Ac ion . . . . . . . . . . . . . . . . . . . . . . Commi men Compa e he abo e decision-making p ocess wi h ha de ined by He be A. Simon. 8 He s a ed ha he decision-making p ocess consis ed o h ee s eps: he in elligence phase - inding condi ions calling o a decision; 25 he decision phase -in en ing, de eloping and analysing possible cou ses o ac ion; he choice phase -selec ing a cou se o ac ion. Now selling (o buying om he consume 's poin o iew) is an exe cise in p oblem-sol ing. Typically, he cus ome has a p oblem - 'I ha e a back-ache' and seeks a solu ion which migh be o go o he doc o o buy a i me bed. The s eps in sol ing any p oblem a e usually gi en by managemen au ho i ies as hese: P oblem ecogni ion; In o ma ion ga he ing; Sea ch o a solu ion; E alua ion o al e na i es; Decision-making; Po en ial p oblem analysis. I is possible o co ela e his men al p oblem-sol ing p ocess wi h physical body ac ion. Fo example, in e ms o 'body language', he indi idual who is, say, ocusing a en ion on a p oblem is likely o show di ec ing mo emen s (si ing up and paying a en ion) wi h enclo- sing shapes (limi ed mo emen , concen a ion o pu - pose), and so on. I is i ually impossible wi hou ideo apes, o ac ual demons a ion, o show how he a ious phases o he decision-making p ocess and physical ac ion in e ela e. Ca ol-Lynne Rose sugges s ha ' he ac ion sequence (beha iou al sequence) consis s o wo complemen a y p ocesses - he ac ual asse ion o e o , and he new pe spec i e which he ac ion i sel c ea es'. 9 Taking Wa - en Lamb's pa adigm she shows ha an indi idual who in es iga es a p oblem will (ine i ably) explo e new ideas o ac ion, so ha ' ecogni ion o a p oblem' leads o 'in- o ma ion ga he ing'. Someone who is de e mined o ind a solu ion o a p oblem will balance ha asse i e e - o by ge ing he possible solu ion 'in o pe spec i e' (con on he ac s) o see i i ies in wi h he ha d eali ies o wha is needed. Again, any decision ha is made will be modi ied by conside a ion o an icipa ed p oblems ha may occu upon implemen ing he solu- ion. In ac ion p o iling hese physical e o s (asse ion) and shaping (pe spec i e) mo emen s a e assessed by a ained p ac i ione in o de o de e mine an indi idual's beha iou s yle . . . and e en ually o see i one beha iou al s yle complemen s ano he (Top- eam plan- ning). Table 2 shows Lamb's model o s udying be- ha iou wi h he adi ional p oblem-sol ing s eps supe imposed by he au ho . No e ha indi idual beha iou al di e ences come abou bo h as a esul o he amoun o , and way in which 'ene gy is eleased' and he indi idual's 'goal pe cep ion' o ' ask o ien a ion'. I is qui e possible, wi hin his amewo k, o ind wo salesmen who could be classed as 'ope a o s' who wo k in en i ely di e en ways. Sales- man A could be all-ac ion - ushing a ound, oppo u- nis ic, impulsi e, eac i e. Salesman B could equally spend his ime in ac ion, bu his me hods migh be mo e e ined, o ganized and sys ema ic. The di e ence lies no so much in wha hey a e ying o achie e ( hei objec- i es and end-goals a e he same), bu in how hey se abou i ( hei me hodology). Pa o his beha iou al di e ence can be explained away in e ms o each indi idual's pe sonali y and s.-A . Tydsk . Bed y sl. 1982, 13(1) 26 . s (physical ac ion) Table 2 The p oblem-sol ing p oces E o mo emenls (Asse ion) Shapin~ mo emenls (Pe specli e) Ene gy elease (How much?) ATTENTION Focus o di ec ion (In wha way?) (2) Explo ing (I) In es iga ing . (P obe. sea ch, sc u inize, _ieasmg ou in o ma ion, ac - indmg). I (a) P oblem ecogni ion I (De eloping ideas o ac ion; b inging new hings in o he a ea o a en ion). I (b) In o ma ion ga he ing J (3) De e mining INTENTION (4) Con on ing (Fi mness o pu pose, pe - sis ance agains di icul odds). I (c) Sea ch o solu ion ! (Weighing up e idence, looking a eali ies and he eal issues). j (d) E alua ion o al e na i es j (5) Deciding COMMITMENT (6) An icipa ing (Implemen ing ideas and selec ing p io i ies o ac ion). I (e) Decision-making I dynamism, pa in e ms o he indi idual's ac io_n mo i a ion and pa in e ms o ask o ien a ion. The e 1s a syne gy wo king he e. Selec ing he igh pe son o he job T adi ional selec ion echniques do no assess how he in- di idual ackles a job -whe he he plans and execu es well, wha his ·wo k pa e ns a e like. Tes s like 'In-baske exe cises' me ely assess he applican 's p io i y o de ings - o see i he applican can iden i y which asks should be ackled i s and in wha sequence. Such echniques assess he applican 's logic, no his mo i a ion. They do no p o ide in o ma ion as o whe he he salespe son is going o si on his backside doing no hing unless 'kicked'? Whe he he is a go-ge e ? Whe he he will display ini ia i e in ge ing he business? 'Ac ion p o iling', a he leas , can help ensu e ha he applican has he ' igh ' cha ac e is ics equi ed by he job in he igh p opo ion and will succeed. Wha a e he igh p opo ions? Clea ly his is a managemen decision depending upon he ype o p o- duc , ype o cus ome and ype o skills equi ed. Managemen migh decide, o example, ha he ideal salesman's p o ile should be low on concep ualizing, high on ac i a ing. Con as his wi h he esea ch chemis , sys ems analys , o s a egic planne , whe e hinking abou he business and all i s p oblems/oppo uni ies is o i al impo ance, ac i a ing less so. When d awing up he 'ideal' p o ile, i should no be o go en ha selling equi es a wo-way in e ac ion be- ween he salespe son and cus ome and he e a e wo pa ame e s by which one can judge he likely success o he salesman o saleswoman: he indi idual equi emen s necessa y o succeed; he social equi emen s necessa y o succeed Bo h a e c ucial. Lamb's esea ch has indica ed ha he cus ome is helped along he way o a buying decision by he sales- man in he ollowing way: Ac ion sequence A en ion In en ion Commi - men .. (Pos -decision analysis and pe - cei ing likely consequences o ac ion). l( ) Po en ial p oblem analysis I Cus ome 's need Salesman's ac ion mo i a ion esponse Need o communi- Asks ques ions and ca ion gi es in o ma ion abou p oduc s Need o cla i y Es ablishes needs ideas and demons a es p oduc s Need o buy ...... Reaches ag eemen and handles any objec ions The abo e is he pa e n o mos success ul sales in e - iews: he salesman asks he cus ome ques ions ( ac - inds) and looks o a sui able i em o sa is y he cus ome 's need (p oduc selec ion). He communica es! Once he has es ablished wha he cus ome wan s, he demons a es he ideal p oduc o he cus ome . He p esen s! And only once he salesman and cus ome ha e eached ag eemen ha his is he igh p oduc , can he salesman w i e up he o de . He ope a es! The ideal se- quence he e o e is communica e -p esen -ope a e. Wha happens i he salesman immedia ely ecognizes wha he cus ome needs and ells ha cus ome wha he/she should buy. Will he be success ul? Qui e likely no ! As he old adage says ' elling is no selling'. A one- way sales pi ch om he salesman o he cus ome will no ge he cus ome in ol ed in he buying si ua ion. In sho , i he salesman is no socially sensi i e and esponsi e, he is unlikely o succeed as a salesman, no ma e how excellen his o he pe sonal cha ac e is ics and wo k habi s a e. Ac ion p o iling can no only p o- ide aluable in o ma ion abou he indi idual's wo k habi s, bu also how socially sensi i e (open o closed) he is. The need o ac ion p o lllng A he p esen ime coun less housands o ands a e spen on employing salesmen who ail, wi hou eally S.A .J.Bus.Mgm 1982, 13(1) knowing why hey ail. In o de o imp o e he less suc- cess ul salesman's p o iciency a g ea numbe o aining p og ammes ha e been de eloped o imp o e selling skills. Bu his, su ely, is pu ing he ca be o e he ho se? O e en g ea e impo ance han knowing how o p omo e he buying decision (i.e. selling skills) is who should be doing he selling. The selec ion o he igh sales s a wi h he co ec pe sonali y p o ile seems c ucial o any o ganiza ion ha wan s o boos i s sales u no e . In sho , s ep one is ge he igh pe son o he job. S ep wo hen is gi e he p ope aining linked o iden i ica- ion o indi idual aining needs. Ac ion p o iling helps o selec be e candida es h ough a s udy o he applican 's physical beha iou pa e ns in he selec ion in e iew. In pa icula , i a - emp s o answe hese h ee ques ions: Wha is he salesman's How does he salesman's Ac ion Mo i a ion? indi idual mo i a ion sys- em ope a e? Is he a ' hinke ' o a 'doe ' o some combina ion o hese? Wha is he salesman's How does he salesman Task O ien a ion? ackle asks -wi h ca e and o e hough , o is he e o e ly p ecise analy- sis, o does he ush in o hings and commi men s? Wha is he salesman's How well does he ge on Social In e ac ion wi h o he s? Does he en- Mo i a ion? cou age a social 'gi e and ake' o does he o ce up ba ie s? 27 No g ea claims a e being made o his echnique, as ye in i s in ancy, and i should he e o e be used and esea ched in conjunc ion wi h o he exis ing echniques. Ne e heless, he e seems o be a need o mo e publici y and g ea e applica ion in pa icula , o Lamb's con i- bu ion o cu en pe sonnel heo y. Possible esul s? G ea e job sa is ac ion o he sales s a ( h ough co ec placemen ); inc eased sales o he company ( h ough be e salesman/cus ome ela ion- ships); and g ea e bene i s o he selling indus y as a whole ( h ough inc eased pe sonnel e iciency and e ec- i eness). Re e ences I. LABAN, R., & LAWRENCE, F.C. E o . MacDonald and E ;ins, London, 1947. 2. LAMB, W. Pos u e and Ges u e: An In oduc ion o he S udy o Physical Beha iou . Ge ald Duckwo h & Co., London, 1965. 3. LAMB, W ., & TURNER, D. Managemen Beha iou . Ge ald Duckwo h & Co., London, 1969. 4. RAMSDEN, P. Top Team Planning: A S udy o he Powe o Indi idual Mo i a ion in Managemen . Cassell and Co. L d., London, 1973. 5. KRETSCHMER, E. Physique and Cha ac e . Ha cou , B ace, New Yo k, 1925. 6. SHELDON, W.H., STEVENS, S.S. & TUCKER, W.B. The Va ie ies o Human Physique. Ha pe . New Yo k, 1940. 7. SHELDON, W.H., DUPERTIUS, C.W. & McDERMOTT, E. Alas o Men. Ha pe , New Yo k, 1954. 8. SHELDON, W.H., STEVENS. S.S. & TUCKER, W.B. The Va ie ies o Tempe amen . Ha pe , New Yo k, 1942. 9. MARCH, J.G. & SIMON, H.A. O ganiza ions. John Wiley & Sons, 1958. 10. ROSE, C. Ac ion P o iling: Mo emen Awa eness o Be e Managemen . MacDonald & E ans, 1978, p.13.