3) as far as goal congruence is concerned, managers should not be paid in accordance with the total net profit of the company, but only in accordance with the one obtained by them.
Another change that should be applied is allocating the non-traceable costs according not to the total revenues of a division, but to the traceable costs incurred by that particular division, since managers should try to minimize costs as much as possible. However, that would mean that the managers would disregard revenues in favor of costs. Therefore, a more relevant indicator of a manager's performance is the cost margin (excluding non-traceable costs). That is, calculating the total traceable costs divided by the total revenues of a division. This indicates how efficient a manager actually was, since the higher the cost margin is, the higher the chance of the manager to get sacked.
However, this brings forth another issue. If only traceable costs are considered, it means that some managers will get stuck with non-traceable costs that they have not benefited from. After all, the business environment in Paris or New York is certainly different than the one in Little Rock, Arkansas. Therefore, not only the traceable costs have to be considered, but some kind of difficulty factor should be attributed to each division, according to the toughness of the particular business environment. The products that Creative Consumer Consultants Ltd. offers are harder to find in Little Rock, but are certainly available in Paris. Therefore, the Paris manager might be twice as good as the one in Little Rock but has to face tougher competition. The company should probably leave the big-city market and concentrate on small town initiatives, which seem to be highly beneficial.
As a conclusion, I would say that the company has to concentrate on doing business in smaller communities,...
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