Desert Communication Inc.
Desert Communications Inc. is a contracted customer-service call center. Due to changes in the communications industry, to include a reduced demand for communication products, net profits have declined. A strategic movement has been implemented to reallocate resources in order to capitalize on the added services of the communications industry. Team B has been tasked to assist by integrating strategies that would help generate the profit needed, creating an action plan, and presenting the operational change to employees. In order to present the operational change, leaders will coordinate a plan of attack, execute the plan, and adjust if necessary to ensure that maximum worker efficiency is achieved. To achieve success at Desert Communications, the companies leadership needs to identify necessary action steps, the optimal sequence of those steps, estimate the time needed to carry out each step, determine deadlines, estimate the cost of each step, determine who is accountable, and develop monitoring procedures (Yukl, 2010, Table 3-5). Each of these methods can be broken down into smaller segments, but for the simplicity of this review, only a few will be discussed. In any problem-solving dilemma, an effective leader uses the steps listed above. In the case of Desert Communications, estimating the time needed to take each call, establishing deadlines, determining who is accountable, what they are accountable for, and monitoring the new procedures is required for operational change. If the leader communicates these changes effectively, the employees will buy into the new order of business. The change in operations may not happen overnight. Some employees are reluctant to monitoring and resistant to change. Employee’s performance is measured by customer satisfaction ratings. However, if Desert Communications measures performance and additional service sales, the net profit of the company will reverse the downward trend. Another method of reversing the net profit trend is through the effective use of training. Training employees is essentially an investment in the future of the company. When employees are trained, productivity usually increases and employee turnover is kept to a minimum. Within any company, employees are usually diverse demographically. Learning aptitudes also vary within groups of people. To find a “one size fits all” training approach may be unfeasible. With Desert Communications, the leaders must empower their managers the ability to reward employees for meeting deadlines or goals. The training plan should incorporate visual, audio, and hands-on approaches. This way most employees will grasp the material covered. Another consideration is the language or culture barrier. If several employees belong to a specific group, tailor the training to fit their personal preferences.
After employees have been trained in the new procedures, leaders should monitor their progress. This will enable leaders to evaluate the training plan, make changes as necessary, reevaluate, and move forward. Moving forward with the company reverses the negative growth trend and should result in a happier workplace. Caution should be exercised when training employees on new procedures. The employees could view the mandatory additional services offers as working for commission. Each department should be trained to ask the customer whether he or she wants any additional services during the service conversation. Using positive reinforcements and rewards will encourage collaboration between the employees.
Group and team collaboration will facilitate the success of training. Merriam-Webster (2013) defines collaboration as the ability to work jointly with others or together, especially in an intellectual endeavor. During reorganization, Desert Communications will promote group and team collaboration because collaboration in today’s business society is imperative to ensure the...
References: Collaboration. In (2013). Merriam-Webster Dictionary. Merriam-Webster.
Retrieved from http://www.merriam-webster.com/info/index.htm
Hamilton Davenport Partners. (2007). White paper. Retrieved from
Robbins, S. P., & Judge, T. A. (2011). Organizational behavior (14th ed.). Upper Saddle River, NJ: Pearson Education.
Ross, J. (2011, June 13). Collaboration rules: Five reasons why collaboration matters now more than ever. Forbes, Retrieved from http://www.forbes.com/sites/oreillymedia/2011/06/13/collaboration-rules-five-reasons-why-collaboration-matters-now-more-than-ever/2004
The power of collaboration. Boston Business Journal, Retrieved from http://www.bizjournals.com/boston/stories/2004/09/20/editorial2.html?page=all
Williams, D. (1999, August). Human response to change. Futures, 31 (6), 609-616. Retrieved
Yukl, G. (2010). Leadership in organizations (7th ed.). Upper Saddle River, NJ: Pearson Education.
Please join StudyMode to read the full document