Leadership and Organizational Behavior

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Leadership and Organizational Behavior Course Project

Ronette C Rudder-Carter – 10415 SW 85th CT, Ocala, FL 34481 Rbb589@hotmail.com / (347) 564-0074
GM591 ON Leadership and Organizational Behavior
Professor Robert Salitore

DaCosta Mannings Inc, is one of a retail environment and I am the customer service manager for the entire operation which has five locations throughout the island.

I have chosen this organization because when I was hired, they did not have a formal plan in place to enhance and effectively run a customer service department. Throughout the years they have had tremendous issues with the customer service at the various locations and it had resulted in downward sales and affected the bottom line drastically.

Currently there is not a focused training program that addresses standards of customer service skills from center to center. The purpose of this study is to develop specific customer service training for staff in order to improve customer relationships and establish a standard behavior level for customer service. An established standard of behavior will provide management with an assessment form for employment evaluations.

Successful customer service relies on creative innovation; simply put a company does not need to apply a lot of money or technical resources to achieve desired goals. Research done over the past 10 years shows an accumulation of poor habits in customer service leads to disastrous ends. Therefore by developing customer service training it can improve service and develop standards of performance above just meeting statistical goals. Also, by creating an organizational behavior standard of customer service, management avoids the affects of poor relationship management. The development of customer service training will lead to stronger client loyalty, referrals, and lower costs of service.

However, in a more in depth look at the organizational behavior of leadership, it was one of a more passive attitude towards the staff and lack of attention to employee relationships within the work environment. Now, when I mention this, I mean to say that they had a very good casual relationship with their staff. However, when it came to the more strategic nature of forming and cultivating a motivational and communication and reward system, this is where the underlying problem clearly existed.

As mentioned in the introduction, this company is a retail goods environment which houses, groceries, lumber and housing materials, white goods and electronics. This business unit is so vast in their variety of products and services that it makes for a specialty business infrastructure.

They have had a tremendous amount of turnover with not only employees, but also customers. With the employees, the problem exists that they are unable to deal with customers when they get irate and frustrated during a customer service resolution scenario and thus the working environment becomes very stressful and hostile. From a Leadership and Organizational behavioral perspective, there seems to be a cultural behavior pattern being harvested in-house amongst management and employee relations, which is causing the same action between staff to customer relationship. One is reflecting the other. The leadership has not provided adequate training tools (with relation to customer service best practices), nor implemented reward systems which could encourage employee motivation and gain confidence amongst staff. All of these factors being ignored have led to the following identifiable components, which was making it a difficult working environment and breaking down the organization as a whole.

The way leaders react to crises says a lot about the organization's values, norms and culture. Crises, by their nature, bring out the organization's underlying core values. Often, this is where rhetoric becomes apparent. Reactions to crises are normally highly...
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