Customer Service Problems P 1 3 example essay topic

REPORTS IX COMPETENCES OF THE MANAGEMENT STANDARDS CENTRE (MSC) - UNDERSTANDING AND RELATIONSHIP TO MANAGEMENT Executive Summary The management report presents six competences (under 3 sub-headings) outlined by the Management Standards Centre (MSC). These are the following: o D. Working with people o D 1. Develop productive working relationships with colleague so D 3. Recruit, select and keep colleague so D 7. Provide learning opportunities for colleague so o E. Using resource so E 5. Ensure your own action reduce risks to health and safety o F. Achieving Results F 6.

Monitor and solve customer problem so F 10. Develop a customer focused organisation It describes the issues involved in each one, for example what are the processes involved, what systems are put int place to deal with different kind of demands and what issues arise in the light of each competence. For example, in competence F 6 (Monitoring and solving customer problems), processes that play significant role are; - Creation of feedback systems or communication skills. The report goes further in depth, by analyzing what the manager's role in each competence is.

The discussion section of the report argues on the tasks that managers have to follow for a positive outcome to arise. A good example of managerial involvement is in competence E 5 (Ensuring actions reduce risks to health and safety), here it is clear that the manager must inform the workforce of organisational policies and regulations. The influence of managers in the organisation is illustrated, having into account the competence in question. Discussion will center around how managerial involvement is diverse according to the situation, this will be supported with theoretical models on motivation and leadership. Working processes are presented in this section of the report, illustrating how things are done in organisations. The management of resources is explained, for instance how technology can help improve areas such as, customer service, with innovative training methods (electronic aids).

The arguments presented will be supported with case studies. these will show how theory applies in the 'real world'. Conclusions and views are included in the discussion section. INTRODUCTION 2. TABLE OF CONTENTS Executive summary Introduction 1.

Findings p. 1.1 Working with people 1.1. 1 Develop productive relationships with colleagues p. 1.1. 2 Recruit, select and keep colleagues p. 1.1. 3 Provide learning opportunities for colleagues p. 1.2 Using resources 1.2. 1 Ensure your own action reduce risks to health and safety -- -- p. 1.3 Achieving results 1.3. 1 Monitor and solve customer service problems p. 1.3.

2 Develop a customer focused organisation p. 2. Discussion / Conclusions (How it involves the manager - brief; put theory here in each; relate theory to examples; Evaluate examples in relation to its rate of success against the competences; Examples of good and bad examples of implementation of the competences - cases in appendix) p. 2.1 Working with people 2.1. 1 Develop productive relationships with colleagues p. 2.1. 2 Recruit, select and keep colleagues p. 2.1.

3 Provide learning opportunities for colleagues p. 2.2 Using resources 2.2. 1 Ensure your own action reduce risks to health and safety -- -- p. 2.3 Achieving results 2.3. 1 Monitor and solve customer service problems p. 2.3. 2 Develop a customer focused organisation p. References Appendix A Appendix Appendix Appendix Appendix Appendix Appendix THIS REPORT WILL PRESENT SIX COMPETENCES OUTLINED IN 3 SECTIONS OF THE MANAGEMENT STANDARDS CENTRE (MSC); THE SECTION ARE: - WORKING WITH PEOPLE (SECTION D): o DEVELOP PRODUCTIVE WORKING RELATIONSHIPS WITH Colleagues RECRUIT, SELECT AND KEEP COLLUEAGUESo PROVIDE LEARNING OPPORTUNITIES FOR COLLEAGUES- USING RESOURCES (SECTION E): o ENSURE YOUR OWN ACTION REDUCE RISKS TO HEALTH AND SAFETY- ACHIEVING RESULTS (SECTION F): o MONITOR AND SOLVE CUSTOMER PROBLEMS o DEVELOP A CUSTOMER FOCUSED ORGANISATION.

THIS MANAGEMENT REPORT WILL DEMONSTRATE THE IMPORTANCE AND INVOLVEMENT OF THE SIX COMPETENCES FROM THE MANAGEMENT STANDARDS CENTRE (MSC) IN MANAGEMENT SETTINGS. FULL UNDERSTANDING AND EVALUATION OF EACH COMPETENCE WILL BE ILLUSTRATED, THIS WILL BE LINK TO MANAGEMENT USE OF THESE COMPETENCES IN THE WORKPLACE. RELEVANT THEORETICAL MODELS WILL BE USED IN THE REPORT AS WELL. FINDINGS WORKING WITH PEOPLE- DEVELOP PRODUCTIVE WORKING RELATIONSHIPS WITH COLLEAGUES -- RECRUIT, SELECT AND KEEP COLLEAGUES - - PROVIDE LEARNING OPPORTUNITIES FOR COLLEAGUES - USING RESOURCES - ENSURE YOUR OWN ACTION REDUCES RISKS TO HEALTH AND SAFETY - This competence involves firstly the people in the workplace and the minimizing of risks to a minimum level, in order to increase safety and self-protection of the worker. One should be fully aware of the risks present in the workplace at all times, identification and appropriate action are vital for eliminating risks. Attention is very important in finding possible hazards and consequent risks, therefore the responsibility lies not only in the 'boss' but also and mainly in the worker.

This competence accounts that workers are obliged to understand and have full knowledge of health and safety requirements and its relevant policies in the workplace. It is not only about identifying hazards in the workplace, it involves people being able to evaluate the risks resultant from the hazard identified. In the workplace hazards and risks are related to areas such as; personal hygiene, machinery used or substances used. Effective health and safety standards in the workplace mean that, provision and maintenance of safe plant and systems of work are followed by the rule. People at work are the main 'tools' to carry duties related to good practise of the rules.

Conscience and attention are essential, thus, the safety of the working place is dependent on one's personal responsibility and accountability to him / her self and others, to prevent harm. Specific workplace policies information covering the job role and a cess to it by workers is very relevant, in the sense that influences behaviour. ACHIEVING RESULTS- Monitor and solve customer service problems - Monitoring customer service problems is a competence relating mainly to one purpose: Improving the service, thus satisfying the customer. The customer's responses sets the standard for change in specific areas of the service provided by an organisation. Firstly, it is to identify the problem, hence feedback from the customer and the workers is important.

The use of temporary 'check-ups' in the work systems and their effectiveness according to initial strategic planning and objectives, is. Feedback systems, in the form of question aires can be involved. Market research is also involved at times to asses competition. Problems in the way service is being provided to customers mean that systems need improvement in specific areas, these deficiencies are solved by introducing training sessions to workers or by changing the structure of the organisation, this can include for example, areas such as the layout of the workplaces where customers are attended or innovations in technological resources. Flexibity to respond efficiently and with speed to customer service problems is equally important, in the sense that, the customer issuing the complaint is likely to be impressed and remain loyal. Workers are responsible to report system failures and suggest modifications in the 'way' work is being done.

Awareness of the rules and 'style' of carrying out procedures of the organisation ('cultural values') is for workers to understand, in this way workers will be aware of the limitations of knowledge and information required to please the customer. Attention of management in the 'front-line' where customers are handled, is of extreme importance, thus it is a point where communication skills are very influential in a positive outcome. - Develop a customer focused organisation - This competence involves having the ability and the skill to obey to customers expectations and needs. It involves focusing the values, vision, planning, culture and competences towards the satisfaction and the desires of the customer. Monitoring systems and improving customer service problems (mentioned before) is always and of enormous importance.

Thus, issues such as, training the workforce towards quality customer service is key. This is done by in-house trying and programme tests for example. Motivational matters in the behaviour required to 'please' the customer, hence, workers need to be aware of what is required of them and what the expectations of the customer is. Satisfying the customer beyond his / her expectations is needed in the organisation and its culture, in order for this to happen, the organisation must have a reasonable knowledge of the market in which it is operating. Continues improvement in all areas at all times is significant. People are the main 'tool' to deliver the service expected by the customer, hence, skills must be aimed at adapting to customers and their needs, instead of internal 'desires'.

By satisfying the customer, benefits are produced for a long-term basis, furthermore, the customer is likely to recommend the organisation and its services to others. DISCUSSION USING RESOURCES - ENSURE YOUR OWN ACTION REDUCES RISKS TO HEALTH AND SAFETY - Relating to this competence, the involvement of the manager is decisive. For people (workers) to assume responsibility there is first the need to adress the issue to them, this is the 'duty' of the manager, to release the correct indications. Hence, it is very important that managers inform their workforce of policies and regulations regarding health and safety. Furthermore, this should be done early in the process, in the sense that, it is taken more seriously. This competence involves the safety of all, therefore it should be given increased awareness from all.

One's mistake or distraction might prejudice someone else, there is interdependency between everyone in this matter. The manager needs to create methods in which information and development of awareness is obtained. this can be through the use of health and safety training sessions, instructor-led or with the use of electronic resources. A positive example appears in a international every company; Scottish Power 1, where e-learning methods regarding health and safety issues were applied. This is done throughout the induction of workforce, hence, causing strong initial impact in worker's behaviour / initial perception of the workplace. It is important to point out that training by electronic resources requires a programme that is simple and easy to understand, so that motivation is kept high. In this case, the 'appearance " of the managing director's face in the online programmes reinforces the levels of motivation in people.

Also, this 'style' of training allows management to track easily the areas in which each worker has difficulty, by checking on the mistakes done in the tests. This kind of training can be costly, nevertheless Scottish Power reported a return on investment of 70% in this specific e-learning programme. Making sure that staff are in line with policies of work regarding health and safety is, reflected also in the way maintenance and provision of the workplace is managed. The manager needs to lead its workforce and delegate duties to individuals, Mintz berg (1977) 2 argues that managers have up to ten roles - under three headings, one of these headings can be applied in this case, the informational role, where liability lies in monitoring and acting as a spokesperson towards the workforce. This style of leadership is the most recommended in health and safety issues. In the possibility of not respecting health and safety policies in the workplace, outcomes can 'harm' people; - physically or career-wise.

Thus, one's accountability is vital. Negative examples of health and safety issues are still common nowadays, specially in less developed countries, where work conditions are not safe. however, in the most developed countries all caution is as well. Fatal failures are still happening, as the example of Krypton Health Construction (KHC L) and Controlled Flame Boilers Ltd (CFB L) illustrates 3 Because working conditions ('hygiene factors') and the company's policies and administration can have a positive relationship with levels of job satisfaction (Herzberg, 1959) 4 it is advisable that managerial teams dedicate full attention to health and safety issues. Every single worker must fully understand regulations regarding health and safety issues, managers are responsible to inform and monitor workers, however workers should 'assume' and 'empower' themselves on this issue.

1 - Appendix A 2 - Source: Buchanan? 3 - Appendix B 4 - Source: Thomson, R., (2002) Managing People, 3rd Ed. ACHIEVING RESULTS Discussion (How it involves the manager - brief; put theory here in each; relate theory to examples; Evaluate examples in relation to its rate of success against the competences; Examples of good and bad examples of implementation of the competences - cases in appendix- Monitor and solve customer service problems - Managerial role in this competence relates to being aware of direction and processes within the organisation. This is forcefully linked to initial planning and strategy, hence, organisational values and 'vision'. Logically, the more the workforce understands the organisation's values and objectives, the easier they will handle the demands of work. Nevertheless, there are other issues needed to be a dressed, for instance, managers should always implement an attitude of continues improvement in the work 'ethos', where systems and procedure's effectiveness are controlled at all times. this can be done by receiving relevant feedback from customers and also, workers.

Market research and evaluations are also. Monitoring and observations from management result in father training given to workers or changes in customer service structure. Argos 5, one the main chain stores in the U.K., exemplifies these factors. After monitoring of performance and service to its customers in 1998, Argo's new boss (Mr Terry Daddy) decided to create programmes for its staff that were aimed at improving customer service. To improve skills Argos introduced intranet - based training tasks on customer service, it changed its brand's logo and it offered extended product choice to customers. One of the main points that Argos introduced in its organisational culture was a customer service that had its base not only in efficiency, but also enjoyment and friendliness.

This approach is positive while solving customer service's problems. Solving customer problems is not only around behaviour al issues, main customer contact points where interaction occurs need reviewing as well. For example Argos 6 changed some aspects of its layout facilities in order to improve customer satisfaction, this was done mainly with the introduction of 'Quick Pay's ystem, which decreases queuing for payment. Today Argos has increased its productivity and reputation by large, reasons for success in Argos strategy were; efficient communication and understanding of goals and objectives by the workforce. Argos has reinforced its organisational culture, while at the same time, improving customer service. Managers can be confronted with different personalities in the workforce, hence, in an area as customer service, it is advisable to recruit personalities that posses adequate skills for the position.

According to McGregor (1960) there are two set of theories which represent two distinct kinds of people; - Theory X states that people need to be directed and driven by managers, whereas theory Y considers individuals as independent workers that do not need to be 'pushed' or 'ordered'. Customer service problems and solving them requires people that are fully in 'harmony' with organisation in terms of goals and objectives and that enjoy working with the organisation. This leads them to higher levels of knowledge. Thus, people who integrate further into Mc Gregor's Theory Y. Monitoring adequately problems decreases the possibility of customer service problems. However, customer complaints will appear at some stage.

Complaints need speed of response from the workforce, in conjunction with good communication skills. For example in a face-to-face communication, '... a golden rule is to reflect back on what has been said (... ) and checking that the listener is understanding what you are saying.. ' (Thomson, p. 29). Poor customer service can affect the organisation dramatically, by the other hand, if the problem is solved in a correct manner the customer can even become more loyal. Complaints are a sign that development and innovation is needed.

According to a research by Forrester Research 7, 80% of customers who have a poor online experience in the public, will not return to the website. The Public sector organisations and their websites 8 are a negative example of customer service, due to high level of information abs cense, ignorance of queries and irrational replies to queries. besides the need for a skilled workforce, both monitoring and solving problems in customer service implies managers and workforce to be integrated in the organisation's philosophy. 5 - Appendix C 6 - Appendix C 7 - Cited in Appendix C case study 8 - Appendix D - Develop a customer focused organisation - Having a customer focused organisation requires well trained and skill full workforce. Main skills will be communication skills, knowledge of different customers and of the service and products itself. Managers are great ky influential in this competence, in the sense that, they have to organise and monitor along the way the organisational culture, which is forcefully aimed at satisfying the customer. Here the 'customer is king'.

Efficiency is very important towards customers, this applies to internal and external ones. Everything throughout the organisation is directed towards customer satisfaction; - the vision and strategy, the goals and objectives, the processes and the way people communicate between each other and with the customer. Thus, the role of managers here is extensive. Peter Beresford 9 is an example of how managers are involved in the organisation, monitoring and making decisions. In this case, Mc Donald's is aware of decreasing sales in the U.K. and their new appointed manager makes a brief feedback pointing out mistakes. After, future recommendations are made by the manager towards a more customer focused approach; knowledge of competition, listening to the customer, quality service and knowledge of the different segments of customers are all highlighted.

Mc Donald's needs to change because their customers have changed, this shows that the customer and his / her needs are higher than any organisation in the global workplace. Focusing on customer improvement requires training in areas that relate to customer relationship management (CRM), where the workforce is teacher how to develop a customer minded orientation. this might be difficult depending on the motivational levels existent in the workforce. To have a customer focused organisation it is necessary to monitor people's motivation at all times, hence, managers need to create techniques and programmes within the organisation that create excitement and commitment to the objectives. One way is to insert 'reward schemes', where staff is appraised by their performance and to move up the ladder. Argos 10 does this by introducing recognition schemes such as 'MAD' (Made a Difference) in its internal operations. This motivates staff.

Creating rewards in a customer focused organisation influences the workforce and their commitment to satisfying the customer. Adams (1965) 11, considers that individuals respond differently to rewards, there are 'under- rewards' and 'over-rewards' from which motivation is resultant. Behaviour is a result of perceiving social comparison, these are inequitable or equitable, thus motivation is influenced. At present workforce needs to be intelligent enough to understand the customer and his / her characteristics, cultural awareness is one of many important skills that workers need to have. Each customer is a different customer with specific needs and wants, thus, workforce and its members need to adapt to the customer and not the other way around. Managers have to lead and not only manage, because becoming a customer focused organisation requires leadership to make people committed and disciplined towards one common objective.

John Adair 12 exemplifies this in the light of differentiating management and leadership, according to him leaders inspire followers by self-commitment, whereas managers administrate and organise resources. In this competence leadership is not an easy task. It will require not only awareness, but also the use of intelligence by the leader. Blanchard's contingency theory of leadership argues that leaders need to adapt style to situation, this can vary.

According to the author, manager guidance to others (task behaviour and supportive behaviour) results in 4 dimensions; delegating, participating, selling or telling. In a customer focused organisation leaders are likely to use the 'telling' approach (Blanchard, 1988) to workforce most of the time, because the customer's needs are what matters and standards are to be maintained and in proved at all times. 10 - Appendix C 11 - Source: Huzinsky & Buchanan Conclusions: APPENDIX ON INTERVIEW: MAKE UP DATE / TIME/ORGANISATION / PERSON/METHOD/...

Bibliography

Books: o Thomson, R., (2002) Managing People, 3rd Ed., Butterworth Heinemann Buchanan, H., (? ?) Organisational Behaviour? Journals / Newspapers: o Training Magazine People Management Uk Management Today Websites: o web web web - web web web web.