Smkt chp11


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It describes the service concept of cycle of success, failure, mediocrity. Also customers as partial employees.

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  • Cycle insolvency In many service industries find ways to increase productivity has comprehensive and continuous process that absorbs a lot of effort and time. One the most common methods involves the greatest possible simplification of routine working procedures and hiring staff to carry out such operations, which require virtually no training and education, at the lowest possible wages. In the consumer market, most often in connection with this problem refers to the network fast food restaurants, though, should recognize that it is not all enterprises of this type. That such a strategy becomes the basis cycle of insolvency, which, in turn, is divided into two concentric, But the interaction cycle - the insolvency of the company when working with workers and its failure when working with clients. Cycle insolvency when working with employees begins with the construction of limited work tasks in order to be able to hire unskilled workers force; with the fact that the focus is not on the level of service, and Implementation of the rules, the use of technical means of control over quality. Strategy of minimizing the minimum wage is accompanied by cost money and effort on the selection and training of personnel. The consequences will be bored staff who are not able due to lack of professional skills to solve problems of clients, employees, who are increasingly not satisfaction with their work and, consequently, take their responsibilities "slipshod." For a company it usually ends low quality of service and high turnover. Due to low margins profit this cycle supports itself, because again and again instead retired work are taken low paid workers, condemned to work in the same working atmosphere. starting point cycle insolvency when working with clients is a constant emphasis to attract more and more new customers, which eventually also disappointed and unhappy with the level of service provided by disgruntled employees of the company. All this translates into a constant whirlwind new faces, because of which, in turn, the company can not form a backbone loyal customers (as well as long-term employees), and this leads to continuing search for new customers to maintain sales volumes of certain level. The fact that outstanding customer care is particularly disturbing in light of the fact that loyal customers bring the company a higher income than random. Every conscious manager today must seriously disturb social consequences of the incredible number of service employees, wandering from a stingy employer to another, experiencing a "black strip "professional decline partly due to the reluctance of employers to invest in something to break this vicious circle and break the cycle of failure. Manager staff in the survey gave a very impressive list of various arguments in defense of organizations that remain in this cycle. "Today simply impossible to find good employees ". "Today People simply do not want to work ". "Search really good employees is very expensive, but we can not shift these costs to our customers ". "No sense to teach and conduct training good employees, who will soon leave company ". "High turnover - a feature of our business. You just need to learn to survive in such circumstances ". It noted that many managers today tend to myopically evaluate the financial consequences of policies of low wages and high turnover. Part the problem lies in their inability to evaluate all associated costs. Out of sight often elude three major variable costs: costs constant search, selection and hiring of personnel and to train new employees (which costly working time of managers and from a purely financial costs), losses due to low productivity of inexperienced new employees, costs associated with constant interventions aimed customer acquisition (which requires significant expenditures on advertising and associated with the financial losses associated with the provision of promotional discounts). Also ignores two important variables of income: the future revenue streams, often come in for several years and terminated when dissatisfied customers go to a competitor, loss of potential profits from potential customers who renounce the use of our services, hearing negative assessment of the quality of its services from the mouths of other consumers. And Finally, there are costs that are practically not subject to quantitative assessment, such as loss of a service system at a time when jobs are unfilled, and leakage of knowledge and experience of staff leaving the company.
  • “ service sabotage,” denoting organizational member behaviours that are intentionally designed negatively to affect service. The numerous examples of such behaviours can broadly be classified into two main types of sporadic-public sabotage. First are examples wherein frontline staff initially publicly and intentionally disrupt the service encounter, damage personal property, or even harm customers and subsequently immediately apologize to the customer for their “accidental clumsiness.” Second are sporadic-public service sabotage instances wherein, uniquely, multiple participating employees collude to disrupt service.
  • Second cycle, which bears negative, the cycle of mediocrity , most found in large organizations, bureaucratic type, typical representatives of which are state monopolies, cartels, industrial and controlled oligopoly. In such organizations there are practically no strong incentives to improve efficiency, and implementation of innovative policies and practices in management personnel are often blocked because of the risk conflicts with trade unions. In such an environment (which should be recognized, today is constantly shrinking) standards services, usually dictated by the conservative set of rules focused primarily on the standardization of service, profitability operational processes and prevention of fraud and undue privileges in relation to individual clients. Often it is assumed that staff continue in the same company for life. Responsibilities as usually very limited and extremely precisely defined, clearly classified by size and level of responsibility, and more fixed rules of trade unions. Increases in wages and promotions service depends primarily on seniority rights in the company, and excellent performance is assessed by the absence of errors, rather than on the basis of high productivity and outstanding achievements of quality of customer service. Education and training of staff, if conducted in general, are focused on studying the rules and technical aspects work, rather than on improving the quality of interpersonal relationships with colleagues and customers. As the flexibility and initiative minimal work in such organizations, as a rule, monotone and boring. It should, however, recognize that, unlike the above-described cycle insolvency, the majority of posts decently paid and provides other benefits and advantages, which, combined with a guarantee employment leads to the relative stability of personnel. Mobility of employees such organizations is reduced due to their lack of experience and skills for other activities. Customers As a rule, prefer not to deal with such companies. Facing bureaucratic red tape, lack of flexibility in the service and reluctance of workers "even lift a finger" to serve consumer is better (a typical explanation: "It's not in my responsibilities "), customers are offended and disappointed. What do if that client has nowhere else to turn - either because the market the service completely monopolized, either due to the fact that he was aware that alternative company worse? In such a situation it is no surprise that dissatisfied customers express their dissatisfaction and often hostility to the staff serving them a service company which at that time are trapped in their duties and often powerless to improve the situation, so they have to defend themselves indifference inability to depart from the instructions, or, at worst, they are responsible rudeness to rudeness. What was the outcome? Again we are dealing with a vicious circle. Disgruntled customers constantly complain gloomy staff (and other clients!) the poor quality of service and bad attitude, which raises more active defense reaction and lack of attention to customers by employees. Obviously, in such circumstances, the consumer has a very weak incentives to cooperate with the company to improve the quality of care.
  • Some Absolutely do not accept the assumptions underlying the cycles Insolvency and mediocrity . Instead, they adhere long-term perspective on financial efficiency, seeking to prosperity by investing heavily in personnel to establish a cycle success . In this case, the notion of success , as well as the concept of insolvency and mediocrity , is applicable to customers and employees. Expansion duties in these companies is accompanied by education, training and practice of empowering employees, allowing employees direct contact with customers, to exercise quality service. With more focused selection and hiring of new employees, more intensive training and high salaries have created conditions in which employee receives more pleasure from their work and serves customers high-level best meets their needs. Regular customers also appreciate the long relationship with service companies, possibly due to low turnover, and, as a rule, remain loyal to a company for a long time. Profit margin in such a situation tends to increase, and the company appears more opportunities to send additional funds for marketing activities retain customers, ie use the strategy, implementation of which usually much cheaper than a strategy to attract new customers. In many cases, effective methods of withdrawal of firms from the cycle of mediocrity began deregulation in a number of service industries and privatization of public corporations. Thus, in the United States and Canada in the past completely monopolized the regional telephone companies had adapt to functioning in the new competitive environment. Many countries at the dawn of the era of privatization and formation of competitive environment in many public corporations are in a cycle of mediocrity , in dramatic changes of corporate culture. Reducing value official position (which in most cases led to the retention of most dynamic and focused on quality of service of employees), the revision performance criteria, intensive training and extensive structural reorganization - all this helped to create service firms capable offer customers a truly high level of service. Today time such a change "at full speed" are being introduced in many countries world.
  • This applies to Service Firms.
  • Smkt chp11

    1. 1. Chapter 11 : Managing people for service advantage
    2. 2. <ul><li>Nine rules of success </li></ul><ul><ul><li>Treat customers like family – don’t let customers feel like strangers, smile, chat, involve everyone, respect everyone (even children) </li></ul></ul><ul><ul><li>Listen first - develop exceptionally good listening skills (example Cora never writes orders) </li></ul></ul><ul><ul><li>Anticipate customer’s wants – provide timely, well managed customer service, anticipate needs and provide the customers what they want without them having to ask </li></ul></ul><ul><ul><li>Simple things make the difference – take care of things, however small they might seem. Example cleanliness, placement of cutlery, keeping children busy etc. </li></ul></ul>Core Griffith – the outstanding waitress
    3. 3. <ul><ul><li>Work smart – look for opportunities to combine tasks, be organized, keep in touch with the big picture </li></ul></ul><ul><ul><li>Keep learning – try and improve existing skills and learn the new ones </li></ul></ul><ul><ul><li>Success is where you find it – be content and satisfied with your work, optimistic attitude -> positive force in restaurant </li></ul></ul><ul><ul><li>All for one, one for all – work in a team, support the team in whichever manner possible, appreciate them </li></ul></ul><ul><ul><li>Take pride in your work – work wholeheartedly in whatever you’ve chosen to do, give it your best </li></ul></ul>Core Griffith – the outstanding waitress (2)
    4. 4. <ul><li>Frontline jobs -> most demanding </li></ul><ul><li>Employees are expected to be fast, efficient in executing operational tasks, courteous, helpful </li></ul><ul><li>Frontline employees -> key input for delivering service excellence and competitive advantage </li></ul><ul><li>Behind successful organizations ->firm commitment to effective management of human resources </li></ul><ul><li>Realization of economic payoff from investing in people </li></ul><ul><li>Successful organization characterized by distinctive culture of service leadership and role modeling by top management </li></ul>SERVICE EMPLOYEES ARE CRUCIALLY IMPORTANT
    5. 5. <ul><li>Encounters of exceptionally bad or exceptionally good service experience </li></ul><ul><li>Prominent feature -> service personnel </li></ul><ul><li>The most important aspect of service -> encounter with service staff </li></ul><ul><li>Service level + way service is delivered -> important source of differentiation </li></ul>Service personnel as a source of Customer Loyalty and Competitive Advantage (1)
    6. 6. Service personnel as a source of Customer Loyalty and Competitive Advantage (2) <ul><li>Frontline employees play a key role in anticipating customers’ needs, customizes service delivery, builds personal relationships with customers </li></ul><ul><li>Highly motivated people are the core of service excellence </li></ul>
    7. 7. <ul><li>The service profit chain </li></ul>Service personnel as a source of Customer Loyalty and Competitive Advantage (3)
    8. 8. <ul><li>Growing trend across all types of services toward low contact delivery channels (call centers, self service options) </li></ul><ul><li>Routine tasks conducted without frontline staff - interactive voice response (IVR), ATMS </li></ul><ul><li>However, quality of frontline employees still remains imperative </li></ul><ul><li>Occasional service encounters are most critical in developing customer perception -> Moments of Truth </li></ul>The frontline in low contact services
    9. 9. <ul><li>The main reasons why service oriented jobs are most demanding </li></ul><ul><ul><li>Boundary spanning </li></ul></ul><ul><ul><ul><li>Service employees are referred to as boundary spanners. </li></ul></ul></ul><ul><ul><ul><li>They link inside of the organization to the outside world, operate at the boundary of the company. </li></ul></ul></ul><ul><ul><ul><li>Multiplicity of roles in service jobs leads to conflicts. </li></ul></ul></ul><ul><ul><li>Sources of conflict </li></ul></ul><ul><ul><ul><li>Organization/ client conflict </li></ul></ul></ul><ul><ul><ul><li>Person/ role conflict </li></ul></ul></ul><ul><ul><ul><li>Inter client conflict </li></ul></ul></ul>FRONTLINE WORK IS DIFFICULT AND STRESSFUL
    10. 10. <ul><ul><ul><li>Emotional labour </li></ul></ul></ul><ul><ul><ul><ul><li>Coined by Arlie Hochschild </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Emotional labour arises when a discrepancy exists between the way frontline staff feel inside and the emotions that management requires them to show in front customers </li></ul></ul></ul></ul><ul><ul><ul><li>Service sweat shops </li></ul></ul></ul><ul><ul><ul><ul><li>Deployment of new technology and methods can dramatically change the nature of work environment </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Jobs redefined, relocated </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Growing shift from high to low contact services </li></ul></ul></ul></ul><ul><ul><ul><ul><li>These jobs place employees in an electronic equivalent of a sweat shop </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Stress </li></ul></ul></ul></ul>Frontline work is difficult and stressful (2)
    11. 11. Cycle of Failure Customer turnover Failure to develop customer loyalty No continuity in relationship for customer Customer dissatisfaction Employees can’t respond to customer problems Employees become bored Employee dissatisfaction; poor service attitude Repeat emphasis on attracting new customers Low profit margins Narrow design of jobs to accommodate low skill level Use of technology to control quality High employee turnover; poor service quality Payment of low wages Minimization of selection effort Minimization of training Emphasis on rules rather than service E m p l o y e e C y c l e C u s t o m e r C y c l e Source: Schlesinger and Heskett
    12. 12. <ul><li>The employee cycle of failure </li></ul><ul><ul><li>Narrow job design for low skill levels </li></ul></ul><ul><ul><li>Emphasis on rules rather than service </li></ul></ul><ul><ul><li>Use of technology to control quality </li></ul></ul><ul><li>The customer cycle of failure </li></ul><ul><ul><li>Managers’ short-sighted assumptions about financial implications of low pay/investment (recruitment, training) /high turnover human resource strategies </li></ul></ul>Cycle of Failure (2)
    13. 13. <ul><li>Costs of short-sighted policies are ignored </li></ul><ul><ul><li>Loss of expertise among departing employees </li></ul></ul><ul><ul><li>Disruption to service from unfilled jobs </li></ul></ul><ul><ul><li>Constant expense of recruiting, hiring, training </li></ul></ul><ul><ul><li>Lower productivity of inexperienced new workers </li></ul></ul><ul><ul><li>Loss of revenue stream from dissatisfied customers who go elsewhere </li></ul></ul><ul><ul><li>Loss of potential customers who are turned off by negative word-of-mouth </li></ul></ul><ul><ul><li>Higher costs of winning new customers to replace those lost—more need for advertising and promotional discounts </li></ul></ul>Cycle of Failure (3)
    14. 14. Service Sabotage (Insight 11-1) Customary-Private Service Sabotage Sporadic-Private Service Sabotage Customary-Public Service Sabotage Sporadic-Public Service Sabotage ‘ Normality’ of Service Sabotage Behaviors Routinized Intermittent e.g. Waiters serving smaller servings, bad beer or sour wine, slowing service for getting overtime payments e.g. Talking to guests like young kids and putting them Down, time consuming credit card veracity confirmation e.g. Chef occasionally purpose fully slowing down orders , hygiene issues, quality, misread orders, gross misconduct e.g. Waiters spilling soup onto laps, gravy onto sleeves, or hot plates into someone’s hands ‘ Openness’ of Service Sabotage Behaviors Covert Overt
    15. 15. Cycle of Mediocrity y Good wages/benefits high job security Other suppliers (if any) seen as equally poor Customers trade horror stories Service not focused on customers’ needs Employees spend working life in environment of mediocrity Narrow design of jobs Success = not making mistakes Complaints met by indifference or hostility Employee dissatisfaction (but can’t easily quit) Emphasis on rules vs. pleasing customers E m p l o y e e C c l e C u s t o m e r C y c l e Promotion and pay increases based on longevity, lack of mistakes Initiative is discouraged Jobs are boring and repetitive; employees unresponsive Resentment at inflexibility and lack of employee initiative; complaints to employees No incentive for cooperative relationship to obtain better service Training emphasizes learning rules Customer dissatisfaction
    16. 16. <ul><li>Most commonly found in large, bureaucratic organizations </li></ul><ul><li>Service delivery is oriented toward </li></ul><ul><ul><li>Standardized service </li></ul></ul><ul><ul><li>Operational efficiencies </li></ul></ul><ul><ul><li>Prevention of employee fraud and favoritism toward specific customers </li></ul></ul>Cycle of Mediocrity (2)
    17. 17. <ul><li>Job responsibilities narrowly and unimaginatively defined </li></ul><ul><li>Successful performance measured by absence of mistakes and not productivity or service </li></ul><ul><li>Low flexibility & initiatives; adequate pay/benefits </li></ul><ul><li>Training focuses on learning rules and technical aspects of job—not on improving interactions with customers and co-workers </li></ul>Cycle of Mediocrity (3)
    18. 18. Cycle of Success Source: Heskett and Schlesinger C y Low customer turnover Customer loyalty Continuity in relationship with customer High customer satisfaction Extensive training Employee satisfaction, positive service attitude Repeat emphasis on customer loyalty and retention Higher profit margins Broadened job designs Lowered turnover, high service quality Above average wages Intensified selection effort E m p l o y e e c l e C u s t o m e r C y c l e Train, empower frontline personnel to control quality
    19. 19. <ul><li>Longer-term view of financial performance; firm seeks to prosper by investing in people </li></ul><ul><li>Attractive compensation packages attract better job applicants </li></ul><ul><li>More focused recruitment, intensive training, and higher wages make it more likely that employees are: </li></ul><ul><ul><li>Happier in their work </li></ul></ul><ul><ul><li>Provide higher quality, customer-pleasing service </li></ul></ul>Cycle of Success (2)
    20. 20. <ul><li>Broadened job descriptions with empowerment practices enable frontline staff to control quality and facilitate service recovery </li></ul><ul><li>Regular customers more likely to remain loyal because: </li></ul><ul><ul><li>Appreciate continuity in service relationships </li></ul></ul><ul><ul><li>Have higher satisfaction due to higher quality </li></ul></ul>Cycle of Success (3)
    21. 21. <ul><li>Hire the right people </li></ul><ul><li>Enable your people </li></ul><ul><li>Motivate and energize your people </li></ul>How to Manage People for Service Advantage? Staff performance is a function of both ability and motivation . How can we get able service employees who are motivated to productively deliver service excellence?
    22. 22. Hire the Right People “ The old saying ‘People are your most important asset’ is wrong. The RIGHT people are your most most important asset.” Jim Collins
    23. 23. The Wheel of Successful HR (Fig 11.5) Leadership that: <ul><li>Focuses the entire organization on supporting the frontline </li></ul><ul><li>Fosters a strong service culture with passion for service and productivity </li></ul><ul><li>Drives values that inspires, energizes and guides service providers </li></ul>1. Hire the Right People 3. Motivate and Energize Your People 2. Enable Your People <ul><li>Be the preferred employer & compete for talent market share </li></ul><ul><li>Intensify the selection process </li></ul><ul><li>Empower frontline </li></ul><ul><li>Build high performance service delivery teams </li></ul><ul><li>Extensive training </li></ul><ul><li>Utilize the full range of rewards </li></ul>Service Excellence & Productivity
    24. 24. <ul><li>The right people are a firm’s most important asset: take a focused, marketing-like approach to recruitment </li></ul><ul><li>Clarify what must be hired versus what can be taught </li></ul><ul><li>Clarify nature of the working environment, corporate values and style, in addition to job specs </li></ul><ul><li>Ensure candidates have/can obtain needed qualifications </li></ul><ul><li>Evaluate candidate’s fit with firm’s culture and values </li></ul><ul><li>Fit personalities, styles, energies to the appropriate jobs </li></ul>Recruitment
    25. 25. <ul><li>Create a large pool: “Compete for Talent Market Share” </li></ul><ul><li>What determines a firm’s applicant pool? </li></ul><ul><ul><li>Positive image in the community as place to work </li></ul></ul><ul><ul><li>Quality of its services </li></ul></ul><ul><ul><li>The firm’s perceived status </li></ul></ul><ul><li>There is no perfect employee </li></ul><ul><ul><li>Different jobs are best filled by people with different skills, styles or personalities </li></ul></ul><ul><ul><li>Hire candidates that fit firm’s core values and culture </li></ul></ul><ul><ul><li>Focus on recruiting naturally warm personalities </li></ul></ul>Select And Hire the Right People: (1) Be the Preferred Employer
    26. 26. <ul><li>Observe Behavior </li></ul><ul><ul><li>Hire based on observed behavior, not words you hear </li></ul></ul><ul><ul><li>Best predictor of future behavior is past behavior </li></ul></ul><ul><ul><li>Consider group hiring sessions where candidates given group tasks </li></ul></ul><ul><li>Personality Testing </li></ul><ul><ul><li>Willingness to treat co-workers and customers with courtesy, consideration and tact </li></ul></ul><ul><ul><li>Perceptiveness regarding customer needs </li></ul></ul><ul><ul><li>Ability to communicate accurately and pleasantly </li></ul></ul>Select and Hire the Right People: (2) How to Identify the Best Candidates
    27. 27. <ul><li>Employ Multiple, Structured Interviews </li></ul><ul><ul><li>Use structured interviews built around job requirements </li></ul></ul><ul><ul><li>Use more than one interviewer to reduce similar to me effects </li></ul></ul><ul><li>Give Applicants a Realistic Preview of the Job </li></ul><ul><ul><li>Chance to have “hands-on” with the job </li></ul></ul><ul><ul><li>Assess how the candidates respond to job realities </li></ul></ul><ul><ul><li>Allow candidates to self select themselves out of the job </li></ul></ul>Select and Hire the Right People: (3) How to Identify the Best Candidates
    28. 28. <ul><li>The Organizational Culture, Purpose and Strategy </li></ul><ul><ul><li>Promote core values, get emotional commitment to strategy </li></ul></ul><ul><ul><li>Get managers to teach “why”, “what” and “how” of job. </li></ul></ul><ul><li>Interpersonal and Technical Skills </li></ul><ul><ul><li>Both are necessary but neither is sufficient for optimal job performance </li></ul></ul><ul><li>Product/Service Knowledge </li></ul><ul><ul><li>Staff’s product knowledge is a key aspect of service quality </li></ul></ul><ul><ul><li>Staff need to be able to explain product features and to position products correctly </li></ul></ul>Train Service Employees
    29. 29. Is Empowerment Always Appropriate? <ul><li>Empowerment is most appropriate when: </li></ul><ul><ul><li>Firm’s business strategy is based on competitive differentiation and on personalized, customized service </li></ul></ul><ul><ul><li>Emphasis on extended relationships versus short-term transactions </li></ul></ul><ul><ul><li>Use of complex and nonroutine technologies </li></ul></ul><ul><ul><li>Business environment is unpredictable, consisting of surprises </li></ul></ul><ul><ul><li>Managers are comfortable letting employees work independently for benefit of firm and customers </li></ul></ul><ul><ul><li>Employees seek to deepen skills, like working with others, and are good at group processes </li></ul></ul>
    30. 30. <ul><li>Production Line Approach – well established control model. Clearly defined roles, top down control systems. </li></ul><ul><li>Empowerment in contrast is an involvement method: assumes employees can help in decision making </li></ul><ul><li>Information about org. performance </li></ul><ul><li>Knowledge enabling understanding </li></ul><ul><li>Power to make decisions </li></ul><ul><li>Rewards </li></ul>Control Vs Involvement
    31. 31. <ul><li>Suggestion Involvement to make recommendations </li></ul><ul><li>Job Involvement to enable the use of wider array of skills </li></ul><ul><li>High Involvement gives lowest level of employees a sense of involvement </li></ul>Levels of Empowerment
    32. 32. <ul><li>A team is “a small number of people with complementary skills committed to a common purpose” </li></ul><ul><li>Service departments need to create cross functional teams with the authority and responsibility to serve customers </li></ul>Building High-Performance Service delivery teams
    33. 33. <ul><li>Teams, training and empowerment go hand in hand </li></ul><ul><li>Team facilitates communication among team members and sharing of knowledge </li></ul><ul><li>Operating small, independent units service team take more responsibility </li></ul>Power of Teamwork in Service
    34. 34. <ul><li>An owner </li></ul><ul><li>A leader who monitors team progress and process </li></ul><ul><li>A quality facilitator – someone who knows how to make team work and who can remove barriers to progress </li></ul>Creating successful service delivery teams
    35. 35. <ul><li>Hiring right people </li></ul><ul><li>Training them well </li></ul><ul><li>Empowering them </li></ul><ul><li>Organizing them into effective service delivery teams </li></ul><ul><li>Staff motivation is function of ability and motivation </li></ul>Motivate and Energizing People
    36. 36. <ul><li>People are motivated just by knowing that they are doing a good job </li></ul><ul><li>They feel empowered when they know that they are making a difference in the overall picture </li></ul><ul><li>They spread positivity and align their commitments to the needs to the job itself </li></ul>Job Content
    37. 37. <ul><li>Human Beings are social animals </li></ul><ul><li>They derive sense of identity and belonging to an organization from the recognition and feedback from people in their work envrionment </li></ul>Feedback and Recognition
    38. 38. <ul><li>Goal’s help in focusing people’s energies </li></ul><ul><li>Goals that are specific, difficult yet attainable and accepted by the staff are strong motivators </li></ul>Goal Achievement
    39. 39. <ul><li>Labor Unions and service excellence do not gel </li></ul><ul><li>Power of organized labor is cited as an excuse for not adopting new approaches in both service and manufacturing </li></ul><ul><li>Contrary to the aforesaid most successful service oriented companies across the globe are highly unionized </li></ul>Role of the Labor Unions
    40. 40. <ul><li>A string service culture helps in attaining a successful strategy </li></ul><ul><li>Service Culture can be defined as: </li></ul><ul><li>Shared perceptions of what is important in an org </li></ul><ul><li>Shared values and beliefs of why those things are important </li></ul>Service Leadership and Culture
    41. 41. <ul><li>In addition to a strong leadership that focuses on the frontline, it takes strong communications effort to shape culture and get the message to the troop </li></ul><ul><li>Internal communications from senior managers to their employees plays a vital role in maintaining and nurturing a corporate culture </li></ul><ul><li>Efficient internal communication helps ensure efficient and satisfactory service delivery; achieve productive and harmonious working relationships; building employee trust </li></ul>Internal Marketing
    42. 42. <ul><li>Quality of a service firm’s people – especially those in customer positions – plays a crucial role in determing market success and financial performance. </li></ul>Conclusion
    43. 43. <ul><li>  Thank you!!!   </li></ul>