However, it looks like there is no channel of communication between personnel in the department to address repetitive issue at a specific workplace. Supposedly, they need to pay attention if the recurrence problem happen as it is clear indication that the root cause have not been solved yet. Probably, they should conduct Root Cause Analysis (RCA) to solve the issue or engage specialist in the company. 2) Increasing customer complaints regarding poor quality service. Although the number of Yakka Tech’s customer service persons has nearly doubled, the customer complaints keep increasing and below the expectation.
I think this was the case in my workplace, due to naivety and lack of confidence. My deputy manager had very differing styles of work, so this caused a lot of conflict between ourselves, then amongst the team. She was very loud and blunt, to the point of being slightly aggressive and overbearing. I am much quieter, calmer, and more tolerant. Different personalities is a big factor in workplace conflict.
The workers were not visiting the clients on a weekly basis as mandated by DCFS and paperwork was consistently late. There was chronic absenteeism, a high level of turnover, low morale, and low job satisfaction among the employees. All of the above issues adversely affect the level of care and services being provided to the client. How can Hull House Association communicate change in an effort to increase employee satisfaction and organizational productivity? Hull House’s leadership was not supportive of staff at that time.
The poorly erected management format, elected the wrong disciplinary actions to make employees work more efficiently, which has resulted in an even more fractured work environment. Management has let this matter linger, believing that it would sort itself out, which did not happen and consequently lead to large employee turnover, with the loss of key personnel. The workplace was further disrupted with the manager working in the kitchen, against company protocol, strictly supervising employees and causing conflict. The gap between management and employee has undoubtedly led to the non existence of the manager’s bonus and perhaps ultimately the quality of the product. There are a number of ways in which we can examine the employees of Perfect Pizzeria’s needs, drives and motivation.
There also is a 78% abandonment of transactions due to bad customer service. (http://blogs.salesforce.com/company/2013/07/bad-customer-service.html) She also needs to look into the fact that most people talk about the bad customer service than the good. It has a major impact on a company when customers are not treated with the respect that they deserve. Reminding employees that if, it was not for customers they would not have jobs and in order to keep them they need to treat them with respect and if they cannot handle a call send it to someone else before it gets out of hand. Sarah being a customer service manger holds the responsibility of making sure her employees know what they are doing.
For example “ I always get stressed when I have to work to a deadline” this person would associate the deadline with failure and would therefore avoid working to a deadline however if they inspected what had led them to fail on a particular project they would certainly see that the deadline had little to nothing to do with the failure. If the person continues with this thought process then they will probably become very anxious at work and more than likely underachieve so they are not in a position where they are responsible for complying with deadlines. Or Personalization when someone insists that things always happen to them either good or bad oh that just my luck this always happens to me, why me? This can be paired with rituals that an individual will perform either to prevent something from happening or indeed to make it happen, I once new someone who when approaching traffic lights would not blink until they had passed through by performing this ritual she believed that she was keeping the lights from changing ( although I feel that the increased speed in which she would approach the lights often got her through before they changed) we have cognitive distortions and it is healthy to have some but it becomes unhealthy for a person when the distortions they have cause them anxiety and interfere with daily life. It
Contingency Theory has various styles of leadership and no two workers are motivated the same way (Lewis, Packard, & Lewis, 2007, p. 278). Based on the interaction on how the supervisor and the employee’s role intertwined with each other it was clear to see that the supervisor assumed and expected certain expectations in the workplace and assumed that along with that the client’s needs would also be met. As we seen the situation play out we also noticed the lack of motivation to practice the token system with the clients coming from the employees’ point of view. The challenge there was that competency and practice of the method were not being held to the same standard as the supervisors’ vision. If the supervisor has a strong sense of that method and knowledge of it, the employees were not reflexing the same in this example.
Having unskilled employee in positions is often the cause of a high turnover and most employees can usually be replaced without a company’s lost in productivity. This is the reason why training and development is a vital aspect of the human resource department. Replacing employee is usually results in lost in revenue for the company. Several lost may occur for time it takes for recruiting, staffing, and training for potential employees. Turnover is expressed in most company’s annual percentage of the total workforce, so this is an expense in which the company has to account for.
Some of the reasons diversity training does not work well in organizations are outlined below. If your organization's initiative did not do as well as you expected, assess whether your training was affected by any of the following: Poor Timing. The training may have come at a time when employees were preoccupied with more urgent priorities. Stress, because of downsizing and the accompanying fear of job loss, increased workload, or a specific conflict or negotiation with a union might have been much more critical. During such periods, staff is usually functioning at the survival level on Maslow's hierarchy and diversity may not even be a blip on their radar screen, hence their irritation that time and resources are taken up with training.
One manager was busy worried about an employee who they felt was not right for the project. The line manager insisted on trusting him to keep the volatile employee on a short leash which at the end didn’t happen. The textbook states that “a vision involves the less tangible aspects of project performance. It refers to an image a project team holds in common about how the project will look upon completion, how they will work together, and/or how customers will accept the project.” Ducor Chemicals failed to deliver on any of those which lead to the customer reconsidering the project because of the outburst. Trust and continuity is essential between team members in order for everything to fall in line with a successful project.