I just need answer for b.
Thanks
You are a manger who employs a participative control approach. You have concluded that corrective action is necessary to improve customer satisfaction, but first you need to convince your employees that the problem exists. What kind of evidence di you think employees will find more compelling: quantitative measurements or anecdotes from interaction with customer? explain your answer.
I strongly recommend using quantitative measurements as evidence to convince employees that the problem exists. The reason is because quantitative measurements are evidence based data that shows the deviations in the metrics. For example, the quality functions might not have worked properly which would have led to loss of sales and dissatisfied customers.
b) Quantitative measurements are a great analytical tool that helps in identifying the problems eventually identifying the greatest opportunities for growth. Based on quantitative measurements, the training programs can be designed to improve the skills of the employees or improve the processes for product issues. Standards can be set to measure the impact of the training program. A learning curve or product improvement cycle can be drawn to monitor the progress. Quantitative numbers (measurements) before and after the training program can be compared to understand if the performance has improved over the period.
Similarly, customer satisfaction is rated. In other words, the anecdotes are provided a rating. For example, customers can rate their level of satisfaction on a scale of 1-5 (1-worst and 5-excellent). Once these anecdotes are quantified, they are then shared with the employees. The employees are provided adequate training in customer service skills so that they provide exceptional customer experience. This quantified anecdotes (as a measurement) can be used to show improvement in the coming time periods.
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I just need answer for b. Thanks You are a manger who employs a participative control...
I just need answer for 2.C Thanks You are a manger who employs a participative control approach. You have concluded that corrective action is necessary to improve customer satisfaction, but first you need to convince your employees that the problem exists. What kind of evidence di you think employees will find more compelling: quantitative measurements or anecdotes from interaction with customer? explain your answer. b) How can you use each type to show improvement over the coming time periods. c)...
You are a manger who employs a participative control approach. You have concluded that corrective action is necessary to improve customer satisfaction, but first you need to convince your employees that the problem exists. you think employees will find quantitative measurements more compelling than anecdotes .How can you use each type to show improvement over the coming time periods.
Please help!! All questions are related that is why I put them together! looking for personal point not copy and paste form other questions Thanks... You are a manger who employs a participative control approach. You have concluded that corrective action is necessary to improve customer satisfaction, but first you need to convince your employees that the problem exists. What kind of evidence di you think employees will find more compelling: quantitative measurements or anecdotes from interaction with customer? explain...
Zando Pharmaceuticals is an affiliate of the German-based Heisenberg Corporation, which employs 40,000 worldwide. Zando’s St. Louis facility houses the U.S. corporate headquarters and Research and Development (R&D). It produces 30 products, using 28 different batch processes. The facility has 2,000 employees on-site. In recent years, Zando’s profitability has suffered, which can be attributed to increased competition, customer dissatisfaction, and regulatory pressures. Luis Alvarado, president of Zando, called a meeting to consider ways to improve profitability. He labeled the meeting...
Zando Pharmaceuticals is an affiliate of the German-based Heisenberg Corporation, which employs 40,000 worldwide. Zando’s St. Louis facility houses the U.S. corporate headquarters and Research and Development (R&D). It produces 30 products, using 28 different batch processes. The facility has 2,000 employees on-site. In recent years, Zando’s profitability has suffered, which can be attributed to increased competition, customer dissatisfaction, and regulatory pressures. Luis Alvarado, president of Zando, called a meeting to consider ways to improve profitability. He labeled the meeting...