Question

Week 10 - Professional Memo Assignment

Professional Memo Assignment

Your mission for this week, should you choose to accept it, is to write a professional memo. The memo should be of moderate length (somewhere between 350-600 words), and the topic should reflect the material covered in the previous chapters of the text. Don’t panic if you can’t think of a decent topic, as I’ve included some topic ideas for everyone at the end of this assignment description.

Requirements for this assignment.

• Length should be 350-600 words, give or take.

• Follow the structural recommendations I set forth in the lecture series. Your memo should have four sections: Heading, Purpose, Discussion and Action. Do not deviate from this requirement. Each of these sections should meet the objectives which were set forth in the lectures.

• Be sure the memo carries the proper sense of tone.

• Keep the jargon to a minimum. You don’t have to completely ‘dumb down’ your memo so that every employee in the firm could understand it, but it should be a document that someone with only a basic understanding of the subject could understand.

In keeping with the material covered in the course, you'll want to make sure that the memo offers a suggestion of some kind for improving workforce, customer service, technology management, or other area previously covered in class. While not required, it helps if you base this on something from your own work experience. Here are some possible subject ideas:

• A memo that increases workforce engagement and motivation within a specific department.
• A memo that argues for a restructuring of either job or work design for a specific department.
• A memo that offers some metrics for assessing technology, effectiveness and satisfaction (again, within a specific department).

As with the white paper, these are just some ideas. Feel free to center your memo around a different initiative if you think it would be appropriate.

Answer 1

To: Director, Customer Relations Management

From: ABC

Subject: Establishing a standard of customer service based on the highest quality benchmark for the segment

Date: 25th February, 2019

Change is an undeniable all-pervasive feature of our environment so an organisation needs to be dynamic and adaptive to ensure it remains in alignment with the constantly evolving needs and demands it is established to fulfill by making the required transition necessary for continued success and growth. Critical analysis has identified certain areas within the departmental structure and operational processes which necessarily require modification to be able to better align with present requirements with achievement of optimized efficiency in every process. Within the service industry quick response to service lapses with immediate correction provides substantial benefit from service recovery paradox. The departmental structure needs to be decentralized to facilitate more efficient management of customer service lapses, through greater delegation of control at lower levels for facilitating quick decision making with low response time for enhanced output, rendering all processes more time efficient by minimizing bureaucracy. For transformation to be successful an organisation needs to move together. it is essential all other departments collaborate and be equally involved to understand the impact of the change on them along with the belief that it is a transition which is beneficial to all and requires cooperation and coordination across the organisation for making a successful transition towards becoming a more efficient organisation, with growth and subsequent success for all involved.

The communication channels will be enhanced by facilitation of free flow of multi directional communication across the organisation, to ensure that all are involved and included in the transition process. For facilitation of more efficient management two of the divisional managers would be detained at the current position and other two would be shifted to the posts of regional directors, as they have the required expertise and skills to manage and lead the lower levels through the transition by directly interacting with all departments within the changed process, they would be in a better position to achieve growth in these positions which will provide them an opportunity to better explore the communication and strategic management skills. This requires optimization of every process on a constant and continuous basis for maximizing efficiency of every individual and process resulting in gaining unimportant competitive edge and growth for all involved. Some of the areas to be focused on are:

• Use appropriate tool for measurement of quality of service on the basis of expected level of quality of service and actual value of service provided as perceived by the customer.
• Facilitate immediate identification of service gap thereby facilitating quick response time with immediate corrective action along with clear guidance on the required control measures for recovery
• Provide motivation and job satisfaction to the service staff is essential as it reflects in the service provided to customers
• Provide training on engagement along with optimal interpersonal and communication skills for best performance with maximized efficiency and output
• Aim for minimization of lapses and more efficient handling of the lapses when they occur.
• Build the brand image through absolute customer satisfaction by exceeding customer expectations.
• Promotion of innovative thinking and optimization of processes within the customer service department through continuous improvement
• Building teams with collaboration, cooperation, cohesion and effective communication within the service department
• Focus on attaining customer loyalty, trust and retention through optimal services.

Let us all put our hands together to successfully emerge winners through the transition with optimized more efficient service.