MAN328 Sales Management
Syllabus | International University of Sarajevo - Last Update on Jan 01, 2026
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Management
Senad Bušatlić
Course Lecturer
Course Objectives
The course is designed to analyze the elements of an effective sales force as a key component of the organization's total marketing effort. The course is concerned with how to manage a sales force with the objective of maximizing overall sales performance in terms of both effectiveness and efficiency. The course will extend student’s understanding of marketing's reach and potential impact in achieving its overarching goals. Course objectives include understanding the sales process, the relationship between sales and marketing, sales force structure, customer relationship management (CRM), use of technology to improve sales force effectiveness, and issues in recruiting, selecting, training, motivating, compensating and retaining salespeople. Students learn to apply the discussion topics through an interactive project worked on throughout the course.
Learning Outcomes
After successful completion of the course, the student will be able to:
Course Materials
Required Textbook
Thomas N. Ingram, Raymond W. LaForge, Ramon A. Avila, Charles H. Schwepker Jr., and Michael R. Williams (2012), Sales Management: Analysis and Decision Making, 8th Edition: Routledge.
Additional Literature
Spiro, R. & Stanton, W. (2007), Management of a Sales Force, 12th Edition, McGraw-Hill/IrwinTeaching Methods
The methods include: - Lecturing (through brief presentations and question method)
- Written Assignments (through providing topics that will require research and synthesis of information collected)
- Group and Pair-Work (through asking students for various analyses of texts under the scope)
- Workshops - Individual or Group Presentation (through asking students to express orally assigned cases or subjects)
Weekly Topics
| Week | Topic | Readings / References |
|---|---|---|
| 1 | Introductory Lecture | |
| 2 | Changing World of Sales Management | Chapter 1 |
| 3 | Describing the Personal Selling Function | Chapter 2 |
| 4 | Organizational Strategies and the Sales Function | Chapter 3 |
| 5 | Sales Organization Structure and Salesforce Deployment | Chapter 4 |
| 6 | Developing Forecasts | Appendix 4. |
| 7 | Acquiring Sales Talent: Recruitment and Selection | Chapter 5 |
| 8 | Midterm Exam | |
| 9 | Continual Development of the Salesforce: Sales Training | Chapter 6 |
| 10 | Non Working Days | |
| 11 | Sales Leadership, Management, and Supervision | Chapter 7 |
| 12 | Motivation and Reward System Management | Chapter 8 |
| 13 | Determining Salesforce Effectiveness and Performance | Chapter 9 |
| 14 | Evaluating the Performance of Salespeople | Chapter 10 |
| 15 | Submission of the final paper - term project: Thursday, January 9, 2025, team effort, 20 pages, +/-, APA style, IUS Thesis Manual Template, 25% similarity acceptable. Weight 20%. |
Course Schedule (All Sections)
| Section | Type | Day 1 | Venue 1 | Day 2 | Venue 2 |
|---|---|---|---|---|---|
| MAN328.1 | Course | Thursday 09:00 - 11:50 | B F1.1 FBA Graduate Seminar Room | - | - |
Office Hours & Room
| Day | Time | Office | Notes |
|---|---|---|---|
| Tuesday | 08:00 - 12:50 | B F1.4 | or per appointment |
| Wednesday | 12:00 - 12:50 | B F1.4 | or per appointment |
| Thursday | 12:00 - 12:50 | B F1.4 | or per appointment |
Assessment Methods and Criteria
Assessment Components
Final Exam
AI: Not AllowedAlignment with Learning Outcomes : 1 2 3 and 4
Midterm exam
AI: Not AllowedAlignment with Learning Outcomes : 1
Presentation of Chapters
AI: Not AllowedAlignment with Learning Outcomes : 2
Presentation of Case Study
AI: Not AllowedAlignment with Learning Outcomes : 4
Presentation of the project
AI: Not AllowedAlignment with Learning Outcomes : 1 2 3 4 5 and 6
Final project
AI: Not AllowedAlignment with Learning Outcomes : 5
IUS Grading System
| Grading Scale | IUS Grading System | IUS Coeff. | Letter (B&H) | Numerical (B&H) |
|---|---|---|---|---|
| 0 - 44 | F | 0 | F | 5 |
| 45 - 54 | E | 1 | ||
| 55 - 64 | C | 2 | E | 6 |
| 65 - 69 | C+ | 2.3 | D | 7 |
| 70 -74 | B- | 2.7 | ||
| 75 - 79 | B | 3 | C | 8 |
| 80 - 84 | B+ | 3.3 | ||
| 85 - 94 | A- | 3.7 | B | 9 |
| 95 - 100 | A | 4 | A | 10 |
Late Work Policy
Information about late submission policies will be shared during class and posted in this section. Please check back for official guidelines.
ECTS Credit Calculation
📚 Student Workload
This 6 ECTS credit course corresponds to 150 hours of total student workload, distributed as follows:
Lectures
45 hours ⏳ (15 week × 3 h)
Home study
30 hours ⏳ (15 week × 2 h)
Case Studies
20 hours ⏳ (2 week × 10 h)
Presentations
27 hours ⏳ (9 week × 3 h)
Midterm exam
10 hours ⏳ (2 week × 5 h)
Final Paper
18 hours ⏳ (2 week × 9 h)
150 Total Workload Hours
6 ECTS Credits
Course Policies
Academic Integrity
All work submitted must be your own. Plagiarism, cheating, or any form of academic dishonesty will result in disciplinary action according to university policies. When in doubt about citation practices, consult the instructor.
Attendance Policy
Students are expected to adhere to the attendance requirements as outlined in the International University of Sarajevo Study Rules and Regulations. Excessive absences, whether excused or unexcused, may impact academic performance and eligibility for assessment. Mandatory sessions (e.g., labs, workshops) require attendance unless formally exempted. For detailed policies on absences, documentation, and penalties, please refer to the official university regulations.
Technology & AI Policy
Laptops/tablets may be used for note-taking only during lectures. Phones should be silenced and put away during all class sessions. Audio/video recording requires prior permission from the instructor.
Artificial Intelligence (AI) Usage: The use of AI tools (e.g., ChatGPT, Copilot, Gemini) varies by assessment component. Please refer to the AI usage indicator next to each assessment item in the Assessment Methods and Criteria section above. Submitting AI-generated content as your own work, where AI is not explicitly allowed, constitutes an academic integrity violation.
Communication Policy
All course-related communication should occur through official university channels (institutional email or SIS). Emails should include [MAN328] in the subject line.
Academic Quality Assurance Policy
Course Academic Quality Assurance is achieved through Semester Student Survey. At the end of each academic year, the institution of higher education is obliged to evaluate work of the academic staff, or the success of realization of the curricula.
Learning Tips
Be prepared to contribute thoughtfully during class discussions, labs, or collaborative work. Active participation deepens understanding and encourages critical thinking.
Complete assigned readings or prep materials before class. Take notes, highlight key ideas, and jot down questions. Aim to grasp core concepts and their applications—not just facts.
Use course frameworks or methodologies to analyze problems, case studies, or projects. Begin early to allow time for reflection and refinement. Seek feedback to improve your work.
Don’t hesitate to reach out when something is unclear. Use office hours, discussion boards, or peer networks to clarify concepts and stay on track.
Syllabus Last Updated on Jan 01, 2026 | International University of Sarajevo
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Referencing Curricula Print this page
| Course Code | Course Title | Weekly Hours* | ECTS | Weekly Class Schedule | ||||||
| T | P | |||||||||
| MAN328 | Sales Management | 3 | 0 | 6 | Th: 9:00-11:50 | |||||
| Prerequisite | MAN205 | It is a prerequisite to | - | |||||||
| Lecturer | Senad Bušatlić | Office Hours / Room / Phone | Tuesday: 8:50-12:50 or per appointment Wednesday: 12:00-12:50 or per appointment Thursday: 12:00-12:50 or per appointment |
|||||||
| sbusatlic@ius.edu.ba | ||||||||||
| Assistant | Assistant E-mail | |||||||||
| Course Objectives | The course is designed to analyze the elements of an effective sales force as a key component of the organization's total marketing effort. The course is concerned with how to manage a sales force with the objective of maximizing overall sales performance in terms of both effectiveness and efficiency. The course will extend student’s understanding of marketing's reach and potential impact in achieving its overarching goals. Course objectives include understanding the sales process, the relationship between sales and marketing, sales force structure, customer relationship management (CRM), use of technology to improve sales force effectiveness, and issues in recruiting, selecting, training, motivating, compensating and retaining salespeople. Students learn to apply the discussion topics through an interactive project worked on throughout the course. | |||||||||
| Textbook | Thomas N. Ingram, Raymond W. LaForge, Ramon A. Avila, Charles H. Schwepker Jr., and Michael R. Williams (2012), Sales Management: Analysis and Decision Making, 8th Edition: Routledge. | |||||||||
| Additional Literature |
|
|||||||||
| Learning Outcomes | After successful completion of the course, the student will be able to: | |||||||||
|
||||||||||
| Teaching Methods | The methods include: - Lecturing (through brief presentations and question method). - Written Assignments (through providing topics that will require research and synthesis of information collected). - Group and Pair-Work (through asking students for various analyses of texts under the scope). - Workshops - Individual or Group Presentation (through asking students to express orally assigned cases or subjects). | |||||||||
| Teaching Method Delivery | Face-to-face | Teaching Method Delivery Notes | ||||||||
| WEEK | TOPIC | REFERENCE | ||||||||
| Week 1 | Introductory Lecture | |||||||||
| Week 2 | Changing World of Sales Management | Chapter 1 | ||||||||
| Week 3 | Describing the Personal Selling Function | Chapter 2 | ||||||||
| Week 4 | Organizational Strategies and the Sales Function | Chapter 3 | ||||||||
| Week 5 | Sales Organization Structure and Salesforce Deployment | Chapter 4 | ||||||||
| Week 6 | Developing Forecasts | Appendix 4. | ||||||||
| Week 7 | Acquiring Sales Talent: Recruitment and Selection | Chapter 5 | ||||||||
| Week 8 | Midterm Exam | |||||||||
| Week 9 | Continual Development of the Salesforce: Sales Training | Chapter 6 | ||||||||
| Week 10 | Non Working Days | |||||||||
| Week 11 | Sales Leadership, Management, and Supervision | Chapter 7 | ||||||||
| Week 12 | Motivation and Reward System Management | Chapter 8 | ||||||||
| Week 13 | Determining Salesforce Effectiveness and Performance | Chapter 9 | ||||||||
| Week 14 | Evaluating the Performance of Salespeople | Chapter 10 | ||||||||
| Week 15 | Submission of the final paper - term project: Thursday, January 9, 2025, team effort, 20 pages, +/-, APA style, IUS Thesis Manual Template, 25% similarity acceptable. Weight 20%. | |||||||||
| Assessment Methods and Criteria | Evaluation Tool | Quantity | Weight | Alignment with LOs | AI Usage |
| Final Exam | 1 | 20 | 1, 2, 3 and 4 | Not Allowed | |
| Semester Evaluation Components | |||||
| Midterm exam | 1 | 20 | 1 and 2 | Not Allowed | |
| Presentation of Chapters | 1 | 10 | 2 and 3 | Not Allowed | |
| Presentation of Case Study | 2 | 20 | 4 and 5 | Not Allowed | |
| Presentation of the project | 1 | 10 | 1, 2, 3, 4, 5 and 6 | Not Allowed | |
| Final project | 1 | 20 | 5 and 6 | Not Allowed | |
| *** ECTS Credit Calculation *** | |||||
| Activity | Hours | Weeks | Student Workload Hours | Activity | Hours | Weeks | Student Workload Hours | |||
| Lectures | 3 | 15 | 45 | Home study | 2 | 15 | 30 | |||
| Case Studies | 10 | 2 | 20 | Presentations | 3 | 9 | 27 | |||
| Midterm exam | 5 | 2 | 10 | Final Paper | 9 | 2 | 18 | |||
| Total Workload Hours = | 150 | |||||||||
| *T= Teaching, P= Practice | ECTS Credit = | 6 | ||||||||
| Course Academic Quality Assurance: Semester Student Survey | Last Update Date: 29/01/2026 | |||||||||