The salesperson's work often requires producing innovative solutions to non-routine problems. Every day the sales team has to deal with a different and difficult customer because there are many other brands for the same medicine. Therefore, the seller must try everything possible to convince to prefer the brand over the drug and achieve the sales target. Of course, all sales jobs require more innovation than others. The seller must be very clear about his product. Its efficiency and effectiveness must know how to do it. Although the requirement for innovation is inherent to the job, the impact of this requirement on the well-being of the seller. and performance is influenced by company policies and management actions. According to Evan (1974), one of the elements of supervisory style is the rate of communication between the sales manager and his salespeople. Regardless of the means of communication between the supervisor and the sales force, telephone conversations or written letters and notes, the more likely the salesperson is to understand, implement and appreciate his supervisor's requirements and policies of his company, in particular those relating to his evaluation and his remuneration. and approval. Empirical results from several previous studies support the link between performance feedback provided by supervisors and salesperson role clarity. The second type of supervisory control focuses not on sales results, but rather on salespeople's reactions. The more frequent the communication between the salesperson and his superiors, the more likely he will feel that he is participating in political decisions affecting his position in the company. A variable that reflects how the authority structure of the company is the total number of departments that can change the terms of the same...... middle of paper ...... much value in close supervision and this does not lead to greater subordination satisfaction (Harris, 1967). Thus, the theory suggests that the more a subordinate values ​​a supervisory behavior, the more sensitive employees are to it and, therefore, the stronger the relationship between the behavior and the subordinate's satisfaction. Experienced salespeople are less likely to experience feelings of ambiguity and, therefore, were less likely to need close monitoring. In contrast, less experienced salespeople were more likely to experience feelings of ambiguity and to value structure initiation more. Therefore, Robert's (1978) less experienced salespeople would be more active and attentive to supervisory behavior. The author therefore expects that structure initiation will have better results on role clarity and job satisfaction for less experienced salespeople...