Building Constructive Relationships with the Customers of the Service Desk

Transcription

1 Building Constructive Relationships with the Customers of the Service Desk Organizational Change Rae Garrett IT Management Consultant Pink Elephant Leading The Way In IT Management Best Practices 1

2 Based on the research of Clayton Lafferty and Robert Cooke Human Synergistics 2

3 Did You Know?.. Video Clip Video Clip 3

4 IT: Competitive Advantage or UTILITY Value Chain Focus IT customers are the customer of the organization Business Focus IT is perceived as an internal business partner Customer Focus REQUIRED POSITION IT has a single strategy & is focused on the customer, but is perceived as a external supplier HIGH Influence On The Business Service Focus IT is focused on the integration and delivery of end-to-end IT services (Business Solutions) Technology Focus IT is focused on technology, infrastructure and applications are treated as separate & largely unrelated domains Role Of IT/IS In The Organization LOW from : Does IT Matter? by Nicholas Carr 4

5 Organizational Culture and Customer Service Organizational Culture is Where We Live at work A group's general reaction to stimulus. An organizational culture is a group of people who have been trained, or who simply have learned from those around them, how to act in any given situation. Factors Affecting Organizational Culture Reward System Individual Thinking of Leadership Individual Thinking of Team Members 5

6 OCI Circumplex Psychometric Tool 6 6

7 Organizational Culture Model Emphasis on human assets Adaptable Customer service excellence Innovation Loyalty/Satisfaction Inter-unit coordination Cooperation Market shaper Arrogance Bullying Hierarchical Secretive Punitive Reactive Bureaucratic Conservative Inactive Fearful Unresponsive Driven by market Formal Entitlement 7 7

8 Life Styles Circumplex Self-Description 91-99th 76-89th HIGH 51-74th 26-49th MEDIUM 11-24th 1-9 LOW 8 Copyright 1994 Human Synergistics International. All Rights Pink Reserved. Elephant, All Rights Reserved. 8

9 Satisfaction vs. Security Needs Higher Order Needs Satisfaction Lower Order Needs Security Copyright 1994 Human Synergistics International. All Rights Pink Reserved. Elephant, All Rights Reserved. 9 9

10 Task vs. People Orientation Task-Centered People-Centered Copyright 1994 Human Synergistics International. All Rights Pink Reserved. Elephant, All Rights Reserved

11 Constructive Styles Achievement Self-Actualizing Humanistic- Encouraging Affiliative Copyright 1994 Human Synergistics International. All Rights Pink Reserved. Elephant, All Rights Reserved

12 Passive/Defensive Styles Approval Conventional Dependent Avoidance 12 12

13 Aggressive/Defensive Styles Oppositional Power Competitive Perfectionistic 13 13

14 Ideal Culture Profile Data from 5 organizations: heavy manufacturing, hightech manufacturing, banking and biomedical organizations

15 Quality of Customer Service Superior customer service profiled against poor customer service Key: (blue line) Superior Service (shaded area) Poor Service 15 15

16 Outcomes Associated with the Cultural Styles Constructive Passive/ Defensive Aggressive/ Defensive Individual Level -Member Satisfaction -Person/Norm Conflict -Motivation Group/Unit Level -Group Motivation -Work Avoidance -Cooperation/Teamwork Organizational Level -Perceived Client Satisfaction -Reputation for Customer Service -Turnover Rate Key: ++ + indicates positive significant relationship 0 indicates non-significant relationship - indicates negative significant relationship

17 Factors Reinforcing the Cultural Styles Constructive Passive/ Defensive Aggressive/ Defensive Job Level -Autonomy -Significance -Complexity of People-Related Activities Goal Characteristics -Clarity of Goals -Set Participatively Reward/Punishment Practices -Monetary Rewards -Praise -Criticism -Other Punishment Key: indicates positive significant relationship 0 indicates non-significant relationship - indicates negative significant relationship

18 Goal Setting Clear, challenging goals-- set participatively, profiled against less effective goals and goal setting Key: (blue line) Clear Goals (shaded area) Less Effective Goals 18 18

19 Reward vs. Punishment Organizations emphasizing rewards profiled against those emphasizing punishment. Key: (blue line) Rewards (shaded area) Punishment 19 19

20 Quality of Customer Service Superior customer service profiled against poor customer service Key: (blue line) Superior Service (shaded area) Poor Service 20 20

21 Role Conflict Inconsistent Messages Low role conflict profiled against high role conflict Key: (blue line) Low Role Conflict (shaded area) High Role Conflict 21 21

22 High vs. Low Satisfaction with Organization High job satisfaction profiled against low job satisfaction employees Key: (blue line) High Satisfaction (shaded area) Low Satisfaction 22 22

23 High vs. Low Regard for TQM Implementation High commitment and satisfaction with quality improvement profiled against low commitment and satisfaction Key: (blue line) High Commitment (shaded area) Low Commitment 23 23

24 High vs. Low Sales Increase: Retail High sales growth stores profiled against low sales growth stores Key: (blue line) High Sales Growth (shaded area) Low Sales Growth 24 24

25 Customer Service Profile by the Analysts Perfectionistic, Oppositional &Conventional Always follow policies and practices Look for mistakes Keep on top of everything 25

26 Customer Service Profile by the Customers Aggressive Defensive Style of Handling Customers Agent proceeds as though they know more about your needs than you do Provide service at their own convenience rather than the customers Avoid Promising anything Seem distracted or removed from the organization Try to control or subtly manipulate the Customer Constructive Styles that are not Prevalent No show of appreciation even after the sale Did not work to meet or exceed expectations Special requests were not approached with interest or creativity 26

27 How Do You Change Organizational Culture? Change the thinking patterns of the Leaders in the Organization Leader T rai ts Change the thinking patterns of the Individuals in the Organization 27

28 Life Styles Inventory Profiles Successful Chairman of the Board of a Highly Profitable/Innovative Public Unity Corporation Presidents who Failed in Their Jobs

29 Most Effective Employees Self Description Description by Others 29 29

30 Composite Profile Copyright 1994 Human Synergistics International. All Rights Pink Reserved. Elephant, All Rights Reserved

31 Keep in Mind the Research on Organizational Change 31

32 Questions? Rae Garrett IT Management Consultant 32