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             \author[1]{Orlando  Rivero}

             \affil[1]{  JDT Management Consultants}

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\date{\small \em Received: 9 December 2013 Accepted: 5 January 2014 Published: 15 January 2014}

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\begin{abstract}
        


The purpose of this paper is to examine organizational change initiatives that have led to misleading job expectations. Due to scarce resources, employees are overwhelmed with unrealistic work expectations, which have led to job dissatisfaction in the workplace. Unfortunately, employees are unable to make swift career changes which eventually lead to frustration. In so doing, with limited resources, the average individual can be a part of the Multi- Level Marketing (MLM) industry that has experienced financial growth throughout the years despite the economic recession. At the end, a determination will conclude the legitimacy of the MLM industry and how it has made an impact on those who have reached financial freedom. Also, recommendations will be made to equip those who are interested in being part of the growing MLM industry. 

\end{abstract}


\keywords{directing selling, pyramid schemes, ethics multilevel marketing, organizational change, organizational development, entrepreneurship, social entrepren}

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\let\tabcellsep& 	 	 		 
\section[{D Organizational Change Mishaps}]{D Organizational Change Mishaps}\par
Due to the competitive nature of organizations, organizations are being pushed to the outer limits in an effort to remain competitive in a global market. As such, organizational change initiatives continue to hit rock bottom with most deliverables not being achieved due to scarce resources and poor planning. In figure  {\ref 1},  {\ref Gilley, Gilley, \& McMillan (2009)} suggest that 60\% of organizational change will not achieve success.\par
in an effort for the organization to stay competitive. As a result, the employees' work environment becomes toxic \hyperref[b13]{(Rivero, 2013)}.\par
Unfortunately, the average American worker is limited by career choices/career mobility, which leads to job dissatisfaction. Consequently, the Multilevel Marketing (MLM) industry has become a popular choice for many Americans leading to entrepreneurship independence for some. This paper will evaluate Multilevel Marketing (MLM) industry and recommendations will be provided for those who are seeking entrepreneurship independence by means of the multilevel marketing industry.\par
According to \hyperref[b13]{Rivero (2013)}, "?most layoffs were middle managers who worked alongside of line workers; other managers who remained behind were forced to do more with fewer resources, which made it difficult to accomplish day-to-day objectives" (p. 171). Unfortunately, managers develop a "siege mentality" behavior leading to the mistreatment of employees  {\ref (Horstein, 1996)}. More specifically, managers are faced with the unfortunate dilemma of promoting deliverables that are unreachable.\par
Consequently, employees are faced with a difficult decision to either remain employed by a dysfunctional organization or perhaps take it upon themselves to retrain for a new career path. For many, the traditional method to complete a degree program/education initiative is unreachable due to the high tuition cost of most colleges/universities throughout the United States. Overall, there has been an uproar about the increased tuition rate among United States Colleges/Universities, which has had a drastic effect on university/college enrollment figures \hyperref[b4]{(Conger, 2014)}.\par
iii. 
\section[{Entrepreneurship Spirit}]{Entrepreneurship Spirit}\par
From a traditional perspective, the term Entrepreneur is defined as "a person who starts or organizes a commercial enterprise, especially one involving financial risk"  {\ref (Peredo and McLean, 2006, p. 56)}. Additionally, \hyperref[b3]{Bygrave and Hofer (1991)} further state that an entrepreneur is "an individual who perceives an opportunity and partakes in the necessary functions, activities, and actions associated with the creation of an organization to pursue that opportunity" (p. 15). Moreover, the barriers of entry to establish a business ownership could be costly and unreachable for the average individual \hyperref[b12]{(Porter, 1985)}. Consequently, for certain individuals who have limited resources and training, Multilevel Marketing (MLM) can be the answer for promoting their Entrepreneurship Spirit due to the low overhead and risk free investment start-up  {\ref (} Another study also suggested that within a 12 month period Finland had reported that 25\% of their population had purchased from a direct selling company. Within this same study, South Africa also reported that 72\% of their population had purchased products from a direct selling company  {\ref (Brodie et al., 2004, p. 7-8)}.\par
v. 
\section[{Pyramid Analysis}]{Pyramid Analysis}\par
The surge to join MLM continues to progress and limited academic research has been performed to support industry's achievements  {\ref (Peterson \& Albaum, 2007, p. 318}). Unjustified remarks have been published by critics of MLM suggesting that 99.94 \% of MLM lose their investment and eventually withdraw/abandon their membership \hyperref[b17]{(Taylor, 2005)}. On the other hand, according to Seale, (2007, p. 22), the United States Direct Selling Association suggested the average gross income for an MLM United States distributor stands at about \$14,500 annually. Based on this writer's perspectives, negative remarks suggesting that MLM have not met up to their expectations are posted by bloggers and are unsubstantiated.\par
Peterson and Albaum (2007) have established a pyramid test model to determine if the MLM is an illegal pyramid scheme by answering the following four questions 1. What is being sold -a product/service or the right to sell a product/service? 2. Is the fee for becoming a distributor fair and reasonable and what does a person receive for it from the company? 3. Is there pressure to purchase excess inventory? 4. Is there a provision for the MLM firm to buy back unsold inventory?\par
selling is simply face-to-face selling away from a fixed In so doing, as organizations strategize for the future, at times, the Humanistic Approach to management is lost. As a result, employees are mistreated in the workplace and are pushed to meet unreachable expectations. According to Rivero, "the Humanistic Approach to Management is much related to the commonly used humanism theory" (p.104). Melé (2003) further suggests, "more specifically, humanism is usually conceived as an outlook to emphasizing common human needs and is concerned with human characteristics" (p. 79).\par
vi. 
\section[{Recommendations -Damage Control Measures}]{Recommendations -Damage Control Measures}\par
The author of this article proposes the following recommendations for addressing potential MLM membership for those who are interested in becoming a distributor. They are as follows:\par
1. Utilize the \hyperref[b10]{Peterson and Albaum (2007)}  vii. 
\section[{Conclusion}]{Conclusion}\par
Corporate America continues to seek new ideas in order to remain competitive in their respective markets. At times, change initiatives are unrealistic. Studies have suggested that most organizational change initiatives do not succeed, which leads to organizational derailment. In the end, both employers and employees suffer in not meeting expectations leading to employees losing interest. Although, an MLM is not the answer for all who are seeking financial freedom, it certainly provides an open opportunity for those involved to reach their financial objectives.\begin{figure}[htbp]
\noindent\textbf{}\includegraphics[]{image-2.png}
\caption{\label{fig_0}Introduction}\end{figure}
 \begin{figure}[htbp]
\noindent\textbf{} \par 
\begin{longtable}{P{0.012348668280871672\textwidth}P{0.8376513317191283\textwidth}}
\tabcellsep retail, or a process of communication" (1996, p. 2.)\\
\tabcellsep Sparks \& Schenk (2001) further state that "Quite obviously, the success of each distributor\\
\tabcellsep is based on his/her efforts. For the most part, most\\
\tabcellsep legitimate MLM provide extensive training programs that\\
Year 2014\tabcellsep include leadership development, public speaking, etc. (Peterson \& Albaum, 2007, p. 318). Moreover, Coughlan and Grayson (1998) elaborate that "the essence of MLM involves the development of social networks that evolve into business alliances" (p. 425).\\
\tabcellsep Undoubtedly, the phenomenal growth conti-\\
\tabcellsep nues to evolve. According to the 2012 Direct Selling\\
\tabcellsep Statistics (2014) from the Direct Selling Association of\\
\tabcellsep the United States, Direct Retail Sales industry increased\\
\tabcellsep from \$29.87 billion in 2011 to \$31.63 billion in 2012.\\
iv.\tabcellsep Multilevel Marketing Industry\\
\tabcellsep -Causes and Effects\end{longtable} \par
 
\caption{\label{tab_0}}\end{figure}
 			\footnote{Perterson \& Wotruba suggest that the "MLM is} 		 		\backmatter  			  				\begin{bibitemlist}{1}
\bibitem[Rivero ()]{b14}\label{b14} 	 		‘A humanistic approach to streamline organizational change initiatives’.  		 			O Rivero 		.  		 \url{http://www.mustangjournals.com/MJMM/v3\textunderscore MJMM\textunderscore 2013.pdf}  	 	 		\textit{Mustang Journal of Management \& Marketing}  		2013a. 3 p. .  	 
\bibitem[Hornstein ()]{b7}\label{b7} 	 		\textit{Brutal bosses and their prey: How to identify and overcome abuse in the workplace},  		 			H A Hornstein 		.  		1996. New York: Riverhead Books.  	 
\bibitem[Bygrave and Hofer ()]{b3}\label{b3} 	 		 			W D Bygrave 		,  		 			C W Hofer 		.  		\textit{Theorizing about entrepreneurship. Entrepreneurship: Theory and Practice},  				1991. 16 p. .  	 
\bibitem[Porter ()]{b12}\label{b12} 	 		\textit{Competitive advantage: Creating and sustaining superior performance},  		 			M E Porter 		.  		1985. New York; New York: Free Press.  	 
\bibitem[Seale ()]{b15}\label{b15} 	 		‘Direct selling myths \& perceptions: setting the record straight’.  		 			B Seale 		.  	 	 		\textit{Direct Selling News}  		2007. 4  (6)  p. .  	 
\bibitem[Sparks and Schenk ()]{b16}\label{b16} 	 		‘Explaining the effects of transformational leadership: An investigation of the effects of higher-order motives in multilevel marketing organizations’.  		 			J R Sparks 		,  		 			J A Schenk 		.  		 doi: 10. 1002 /job.116.  	 	 		\textit{Journal of Organizational Behavior}  		2001. 22  (8)  p. .  	 
\bibitem[Rivero ()]{b13}\label{b13} 	 		‘Misguided organizational change initiatives and how it promotes a destructive work environment’.  		 			O Rivero 		.  		 \url{//journals.cluteonline.com/index.php/IJMIS/article/view/7865/7924}  	 	 		\textit{International Journal of Management \& Information Systems (IJMIS)}  		2013. 17  (3)  p. .  	 
\bibitem[Albaum and Peterson ()]{b1}\label{b1} 	 		‘Multilevel (network) marketing: An objective view’.  		 			G Albaum 		,  		 			R A Peterson 		.  	 	 		\textit{Marketing Review}  		2011. 11  (4)  p. .  	 
\bibitem[Taylor (2005)]{b17}\label{b17} 	 		‘My view: Most MLM's based on deception’.  		 			J Taylor 		.  		 \url{http://www.deseretnews.com/article/600136923/Most-MLMs-based-on-deception.html?pg=all}  	 	 		\textit{Deseret News}  		2005. May 27.  	 
\bibitem[Coughlan and Grayson ()]{b5}\label{b5} 	 		\textit{Network marketing organizations: Compensation plans, retail network growth, and profitability. International Journal of Research in Marketing},  		 			A T Coughlan 		,  		 			K Grayson 		.  		1998. 15 p. .  	 
\bibitem[Peterson and Albaum ()]{b10}\label{b10} 	 		‘On the ethicality of internal consumption in multilevel marketing’.  		 			R A Peterson 		,  		 			G Albaum 		.  	 	 		\textit{Journal of Personal Selling \& Sales Management}  		2007. 27  (4)  p. .  	 
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\end{document}
