Customer Satisfaction And Role Of Managers In Business Organisations

Quantitative Comparison of Customer Satisfaction

Feedbacks which business organisations receive from customers show their service needs, expectations and the actual portion of these two met. The graph below shows quantitative framework showing customer satisfaction in an arbitrary situations taking into account 5 customers.

Situation 1:

Situation 2:

            The second situation would take into account five customers numbered from six to ten. The number of stars given by each situation would indicate the customer satisfaction. 

The graph above compares between the satisfaction levels achieved in the two situations using the number of stars as indicators of customer satisfaction. It can be pointed out that in the first case, the total number of stars adds up to 33 while in the second situation total sums up to 32.5. Thus, it can be inferred from the quantitative comparison, that the customer satisfaction achieved in the first situation was higher in the first case.

            A qualitative analysis of the arbitrary data presented above in the graphs shows that the business organisation was able to provide better services in the first situation in comparison to the second situation. It can be observed from the two graphs that the number of stars achieved from some customers are as high as 8 while some are as low as 5.5 out of 10. It can be pointed be pointed out on the basis of the feedback that the current strategies to offer customer services are not effective enough to obtain high levels of customer satisfaction (Rodriguez et al. 2015).

Part 2:

            The employees in the roles of managers meet the expectations of their respective roles by adapting their methods of operations in the line the central strategy of the organisations they serve. The managers regard the customers’ needs as the parameters of all the strategies they make like marketing and manufacturing. This ensures the operations within the organisations are streamlined with the requirements of the customers and generate business for the company. It can be pointed out that achieving business growth and serving customers to high degree are two of the main business objectives of business organisations in general (Agnihotri et al. 2017). Thus, by serving streamlining operations with the customers’ requirements employee operating in the role of managers can adhere to organisational policies and procedures.

Part 3: Part 3(a):

            The manager under question used appropriate protocols and conventions when communicating with the colleagues and clients. The appropriate protocols come into play on the occasions while serving customers whose demands are either bulky and/or complex (Saorín-Iborra, and Cubillo 2018). Catering to their demands and ensuring optimum levels of customers’ satisfaction among them often require the departments collaborating using appropriate protocols and conventions.

Part 3(b):

            An occasion when managers collaborate with others considering their strong and weak points is while achieving a target which is very high and is approaching deadline. The managers of the departments like marketing and production managers usually involve their entire teams in achieving such critical targets (Christoforou and Ashforth 2015). They usually consider weaknesses among newly hired employees like lack of experience and strengths like capability to bring about innovation while assigning duties to them.

Role of Managers in Adhering to Organisational Policies and Procedures

Part 3(c):

            Personnel holding managerial positions provide support in their area of specialisation to teams on the occasions the latter is faced with challenges. For example, managers having legal expertise can assist their team members to take decisions by complying with laws in greater extents (Cacciolatti and Lee 2016).

Part 4: Part 4(a):

            Managers have to develop and implement logical process and monitor the progress of their respective teams and evaluate the progress on the occasion of pursuing a large business target. The target can be extremely critical, large in terms of money or both. The managers while tackling such tough targets usually hold team meetings where they form logical processes which the team members would adhere to and then allocate the task (Huang et al. 2017). The managers then monitor the actual performances of each staff against the assigned targets. They evaluate the actual progress and take appropriate steps if required, like providing additional support to employees working under pressure chasing large portions of the target.

Part 4(b):

            The managers are often faced with complex and non-routine difficult situations when dealing with complex client problems. For example, one such occasion which can present complex and exceptionally tough situations are when clients prepone their dates of order delivery and the size of the orders are huge. The managers have to use problem solving skills and provide acceptable solutions to these complex situations. For example, the manger may meet the apex management of the client and try to obtain a later delivery date within which order can be delivered the earliest (Chan et al.  2016).

Part 4(c)

            The managers are often required to access, organise and apply information forms to meet business require requirements. For example, while making contingency plans, the manager may access to the historic information relating to management of contingent situations within the company or any other company available digitally. They may research and present several alternative solutions before the management in different format to meet the requirement of the contingent situation (Jack, Chen and Jackson 2017).

Section B:

            The organisation which would be considered for this section would be the largest Australian telecommunication company, Telstra.

Part 1:

            Telstra being the leading telecommunications company has to follow the federal and the state laws pertaining to telecommunication industry. The Australian telecommunication giant has to abide by the Australian Communications and Media Authority, the department of the Government of Australia (Acma.gov.au. 2018). The telecommunication company has to comply with the consumer laws like Competition and Consumer Act 2010 passed by the Commonwealth of Australia (Accc.gov.au. 2018). The regulatory scope of the act requires the telecommunication company to comply with the consumer laws and act in the best interest of the consumers Telstra being an employer of human resources, has to comply with the workplace safety related laws like the Safe Work Act 2008 (Safework.sa.gov.au. 2018). The scope of this act includes employment related issues of the company.

The company also has to comply with the Environment Protection and Biodiversity Conservation Act 1999 (Environment.gov.au. 2018). The environmental necessitate the telecommunication giant to operate in ways to reduce its carbon footprint. The company in addition have to comply with laws pertaining to important areas like finance and technology like financial laws.

Communication Protocols and Conventions

Part 2:

            Telstra has an organisational policy and procedures to meet the needs of the customers. The Australian telecommunication company has a dedicated marketing department according to its organisation which continuously obtain orders from customers and meet them to manage their complaints. The company in addition also has a dedicated customer care department which receives customer complaints and tries to solve them. Complaints which cannot be solved at the front office is escalated to the senior managers for solution (Autesserre 2014). The senior managers try to solve grievances which remain unsatisfied at the lower level. This shows that organisational policies and procedures of Telstra are aligned to provide customers services and handle their complaints.

Part 3:

            A research of the official website of Telstra shows that the Australian telecommunication company recognises certain standards of services and best practice models while offering services in the telecommunication market. The company follows the standards of customer service guarantee issues by the Australian Communication and Media Authority or ACMA (telstra.com.au 2018).

Part 4:

            Public relations or PR can be defined as the practice of spread of information between organisations or individuals and the public. The term ‘public’ here refers to the customers, suppliers, other companies and the society in general. Here, the organisations using public relations pass on selected pieces of information using media like newspapers, audio-visual media and digital media. The aim of PR or public relations is the generate interests among the external stakeholders in a certain direction so to benefit the organisation. For example, organisations like Telstra usually use PR to announce significant business moves like acquisition of firms (Valentini 2015). The aim is to communicate the strengthened capital base due to the acquisitions in order to attract investors.

            Promotion can be defined as the practice of creation awareness among the external stakeholders about products, services and issues. The term seems apparently similar to PR but is different. The aim of promotion is to market the product to generate sales and it is the fourth element of marketing mixes of business organisation. The aim of PR is not to generate sale but promotion aims to generate sale (Saenko et al. 2016). However, both use different media and promote to brand building of organisations using them.

Part 5:

            The business organisation in their customer service methods outline techniques used to serve customers which also include customers with specific needs. The business organisations need to take the requirements of every customer into account while serving them. They must pay particular attention while serving customers with specific needs. If the staffs, usually lower level staffs are not able to provide customers satisfactory solutions, they must immediately refer the same to their reporting or skip level managers.

Part 6:

Section C:

Part 1: Developing and managing organisational systems for quality customer services:

Part 2: Develop review plans, policies and procedures for delivering customer services:

Part 4: Solving customer complaints and systems failure leading to poor customer service:

Part 5: Monitoring and assisting teams to meet customer service requirements:

Part 6: Procuring and using human and physical resources to support delivery of quality customer service:

 References

Agnihotri, R., Gabler, C.B., Itani, O.S., Jaramillo, F. and Krush, M.T., 2017. Salesperson ambidexterity and customer satisfaction: Examining the role of customer demandingness, adaptive selling, and role conflict. Journal of Personal Selling & Sales Management, 37(1), pp.27-41.

Autesserre, S., 2014. Peaceland: Conflict resolution and the everyday politics of international intervention. Cambridge University Press.

Cacciolatti, L. and Lee, S.H., 2016. Revisiting the relationship between marketing capabilities and firm performance: The moderating role of market orientation, marketing strategy and organisational power. Journal of Business Research, 69(12), pp.5597-5610.

Chan, A.K., Hyde, R.A., Pan, T.S. and Wood, L.L., Elwha LLC, 2016. Systems and methods for modifying package delivery characteristics. U.S. Patent Application 14/577,758.

Christoforou, P.S. and Ashforth, B.E., 2015. Revisiting the debate on the relationship between display rules and performance: Considering the explicitness of display rules. Journal of Applied Psychology, 100(1), p.249.

Huang, J.C., Wu, T.J., Wen, H.M., Hsin-Fei, W. and Hairui, J., 2017, June. Research into the influence of internal interdepartmental integration on service innovation and customer loyalty. In AIP Conference Proceedings (Vol. 1836, No. 1, p. 020006). AIP Publishing.

Jack, M., Chen, J. and Jackson, S.J., 2017, May. Infrastructure as Creative Action: Online Buying, Selling, and Delivery in Phnom Penh. In Proceedings of the 2017 CHI Conference on Human Factors in Computing Systems (pp. 6511-6522). ACM.

Rodriguez, M., Peterson, R.M. and Ajjan, H., 2015. CRM/social media technology: impact on customer orientation process and organizational sales performance. In Ideas in Marketing: Finding the New and Polishing the Old (pp. 636-638). Springer, Cham.

Saenko, N.R., Sozinova, A.A., Karabulatova, I.S., Akhmetov, I.V., Mamatelashvili, O.V. and Pismennaya, E.E., 2016. Research in action integrated marketing communications as the elements of information and virtualization market relations. International review of management and marketing, 6(1S), pp.267-272.

Safework.sa.gov.au. 2018. Legislation | SafeWork SA. 

Saorín-Iborra, M.C. and Cubillo, G., 2018. Supplier behavior and its impact on customer satisfaction: A new characterization of negotiation behavior. Journal of Purchasing and Supply Management.

Valentini, C., 2015. Is using social media “good” for the public relations profession? A critical reflection. Public Relations Review, 41(2), pp.170-177.

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