As a manager, you meet with each of your team members quarterly to review their progress toward their written and agreed-upon goals. one of your employees, julie, had a goal of increasing sales in her territory by 10 percent in the first quarter of the year. however, when you review julie's sales numbers, you see that her sales have actually gone down. you know julie is a hard worker and has an excellent relationship with her customers. when you sit down to discuss her performance, she explains what is happening in her territory. a major automobile manufacturer, which once provided 25,000 jobs, has moved its operations to mexico and laid off all 25,000 of its workers. as a result, the economy in julie's region has become quite depressed, and the residents are living off their savings. taking the steps of the planning/control cycle into account, what is your best course of action with julie?
a. recognize the economic reality of her territory and change her goals to make them ambitious but realistic.
b. terminate her employment with the company.
c. put her on probation, explaining that she will be terminated if her performance does not improve in the next quarter.
d. transfer her to another territory and replace her with another sales rep who is new to the company and therefore "hungry."
e. arrange for her to take a refresher course on sales methods.