Study Unit 6 - Chapter 9 Flashcards
(14 cards)
4 Requirements for establishment of a service culture
- Strategic requirement (strategy)
- Organisational requirements (structure)
- Management requirements (leadership)
- Knowledge and attitude requirements
Service Culture
1. Developing a service strategy
-it stipulates what should be done, to whom, how, and with what resources, & what benefits should be part of the service offering
-is important that service concepts must be aligned with the business mission
- an important part of a service strategy & culture is human resource management
Service culture
2. Developing the organisational structure
-3 considerations should be borne in mind
- A marketing-centred attitude of mind throughout the organisation
- Responsibility for marketing falls on line managers and the chief executive has to accept ultimate responsibility for its successful implementation
- a Formal marketing department may be required to take responsibility for centrally implemented marketing activities
Service culture
2. Developing the organisational structure
- service organisation often requires a relatively flat organisational structure with limited hierarchical levels
- front-line employees often assume more responsibility, work more independently & have more discretionary power to make on-the-spot decisions
Service culture
2. Developing the organisational structure
- distinction drawn between 3 distinct type of discretion
- Routine discretion:
-exercised when potential means for performin service tasks are available to service staff based on training, past experience, external search activities or from a lst of discretionary provided by the organisation
* service of fast-food restaurants such as McDonalds - Creative discretion:
- exercised when a service employee is given a task,but the means of accomplishing the task is developed by the employee
*dentist working in a large practice with several other dentists - Deviant discretion:
- occurs when employees ave exercised inappropriate decision criteria during routine or creative discretion instances
* employe reimburses a customer after unsatisfactory service delivery & policy does not allow for such reimbursement
Service culture
2. Developing the organisational structure
-key organisation-related considerations
- Service delivery is the level of standardisation/customisation inherent in service offering
- Establishment of efficient operational systems,procedures, routines and work flows
-Information technology is often the enabler that provides the internal information & operational systems to facilitate service delivery
Service culture
3. Developing leadership
- service-oriented leadership is a prerequisite for the development of a service culture
- leaders tend to have similar core values, such as integrity, joy, and respect, and they ‘infuse those values into the fabric of the organisation’
- role of managers & supervisors is to encourage & motivate staff,provide guidance, demonstrate leadership, and create aa climate where good service & satisfied customers are shared goals
-communication is a critical ingredient of leadership
Service culture
4. Knowledge and attitude requirements
- sometimes, resistance to the change t, or to the establishment of, a service culture can be attributed partly to a negative attitude and a lack of knowledge among employees
-everyone should be knowledgeable about the organisation’s mission,strategies and goals, and about ones own department’s objectives as well as one’s own goals
-training employees and thereby increasing their knowledge and influencing attitudes is an integral aspect of internal marketing
Service culture
4. Knowledge and attitude requirements
Knowledge needs relate to questions such as:
- How does a service organisation function?
- What is meant by customer relationships?
- What is the role of the individual in the service design and delivery process?
- What is expected of the individual employee?
Strategies to deliver service quality through people
- Hire the right people
- Develop people through training to deliver service quality
- Empowerment by providing the necessary support systems
- Retain the best people
Empowerment
-benefits
-leads to quicker & more direct response to customer needs in the service delivery process
-results in a quicker & more direct response to dissatisief customers’ complaints
-employees feel more satisfied with their jobs
-front-line employees treat customers more enthusiastically
-empowered employees become a valuable source of new ideas
- Front-line staff increase customer retention
Enfranchisement
-rewards should comply with the following requirements to be effective:
- Availability
- rewards should be available and substantial - Flexibility
- rewards must be flexible enough so that they can be given to anyone who meets the stated criteria at any time - Reversibility
-if employees receive rewards for the wrong reasons, the consequences should not be enduring. Bonuses & once-off payments are more flexible than lifetime rewards such as a promotion - Contingent
- rewards should be dependent on or be directly tied to the attainment of performance criteria - Visibility
-value of rewards should be understood by all employees and should be visible - Timeliness
-rewards should be given immediately after objectives have been achieved and criteria met - Durability
-motivating effects of the reward system should last for an extended period of time
Strategies to deliver service quality through people
1. Hire the right people
- To produce the quality of service that an organisation’s customers expect, hiring and recruiting the right service staff is a prerequisite
- In the recruitment environment,an organisation has to compete with similar organisations to get the best people
- This approach is referred to as ‘ competing for talent market share’ and implies that organisations act as marketers in their search for the best possible employees
Strategies to deliver service quality through people
2. Develop people through training to deliver service quality
3 types of service training should be offered:
- Developing a holistic view of the organisation
- Developing skills to execute the required tasks
- Developing specific communication & service skills
