Final Exam
Final Exam Ashley V. Twyman Managing Organizational Change and Conflict Dr. Roger Fuller 12/19/2008
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Introduction Within the presented case model, there are many areas available for discussion and one major area where change should be implemented in this company. In this paper, I will discuss my reaction to the case and how, if I were an acting manager, would handle the situation, and the power struggles that present themselves in this application. Finally, I will discuss other aspects of the case that create the need for change within the current structure of the company. Case Reaction and Solution The reaction of the manager, in telling the disgruntled customer to be quiet or leave, was uncomplimentary to an acceptable managerial reaction. This reaction contains the possibility of infuriating the customer more, and may lead to a shut down in potential future communication within this conflict situation. Personally, I would ask the customer to allow me to meet with them in my office. If he/she refused, I would simply state that I will not discuss this matter on the sales floor and if that person desires compensation of some form, they will meet in my office. I would show the unsatisfied customer to my office and have them wait for me while I finish assisting the customer I was currently helping; under the assumption this will allow for cool-down time and not make the customer more aggravated. The amount of time I leave this person in my office will be carefully considered. Next, I would be attentive and empathetic, while I ask the customer to calmly explain the events leading to the soiled trousers. Emphasis would be used while explaining that the doo-doo product is one of our highest rated and best selling products. I would offer to replace the current faulty product with a new one and offer to launder the suit pants. A refund for the merchandise would be possible if the first offer was not acceptable to the customer.
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Another way to look at the imposing situation would be to ask what the disappointed customer’s suggestions for producing a better doggie doo-doo pickup product. It could be possible that this person has a background in design, since he claimed knowledge on how the entire product’s design is faulty. When Jeep came out with the Liberty, they had a panel of design engineers brought in to weigh their thoughts about problems they were encountering with the headlights. Could this customer be considered for a product team to help create a newly designed scooper or offered a job in this field? Customer Service Issues Many customer service issues arise out of this situation, but none as important and possibly devastating to the future of the company as the reaction of front-line employees and initial reaction from management, to the conflict situation. The employees “vocally expressed to some customers they cannot believe the nerve of the person to come in and complain about a product that has been a best seller for years.” This is an unacceptable reaction from employees. First, it sends the message to customers that the workforce of this establishment will bad mouth its customers. The manager’s reaction to the situation was also less than desirable. To ask the customer to be quiet, and if they are incapable of doing so, to leave, is not effective management and does not display proper managerial authority. Customer complaints are common-place in the retail industry and don’t require commentary from employees, especially to other customers. I can understand the attempt of the front-line employees to feel as though they need to “save face” in front of their customers, but the reaction they gave in this instance was far from appropriate, as was the reaction from the manager. Just because you are a manager, doesn’t give you the authority to belittle customers verbally. The company may be so large, including the retail and manufacturing aspects, that
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little concern is placed on customer awareness. “Many firms had become so large and set in their ways that they lost the ability to take the point of view of those who made them successful in the first place… In the current era of continuous change, customer focus remains a basic touchstone of business success.”(Jick&Peipel, 2003, pg 2) The Struggle for Power In this case study we can identify a power struggle between the disgruntled customer and manager. The customer is attempting to impose his power on the manager and the manager is attempting to do the same. “When intensity is high, people react rather than observe and think. We overfocus on the other instead of analysis of the problem, and we move toward polarization.”(Wilmot&Hocker, 2007, 124) In this situation I would recommend that the manager take the initiative and utilize an approach to balancing power. (Wilmot&Hocker, 2007) “Higher-power parties can limit their power by refusing to use all the currencies they have at their disposal… If the high-power person refuses to engage in ‘natural’ responses, this restraint can alter the automatic nature of a destructive cycle.” (Wilmot&Hocker, 2007, 121) The manger can purposely restrain their ability to act on their designated power for the benefit of good customer service. Implementing Change My recommendation for the company would be to asses the need for additional customer service training and implement a training regimen. It is imperative that the company returns to and places emphasis on basic customer service values and skills. The first step is convincing the company there is a problem. The company could benefit from using the five stages for renewal in mature organizations, which are: (1)Restructuring - by either laying off front line and middle management employees and starting fresh before implementation of customer service or by
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making a strong statement concerning customer service to existing employees. (2)Bureaucracy Bashing – downsizing and eliminating bureaucratic policies. (3)Employee Empowerment – concentrating on tearing down walls between management and front-line employees and giving employees a sense of pride in their jobs and therefore self worth. (4)Continuous Improvement – a change in management thinking will help this company take an active roll in discovering new and different ways to constantly improve the system. (5)Cultural Change – makes customer service and the training within this topic imperative and part of the new company mission. (Jick&Peipel 2003) “Mature organizations must face and overcome the renewal challenge; they must change; they must redefine how work is done and recreate work cultures consistent with changing customer demands.”(Jick&Peipel, 2003, pg 57) If the company can take a comprehensive look at the needed customer service in their organization and are willing the take the opportunity and spend the money, their business will only become more successful. Conclusion In short, I recommend the company addresses the need for better customer service throughout the organization. I hope that upper management can see this need and will agree to spend the money and time to implement a customer service training program designed specifically for front-line employees, and more detailed continuous training regimen for management within their retail locations. Finally, the case study presented me with intrapersonal conflict issues. I didn’t think there were enough details given on the corporate structure in order to accurately asses ensuing conflict with upper management, other employee issues or outside stakeholders. I hope that the current assessment is sufficient.
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References Jick, T., & Peiperl, M., (2003), Managing Change (2nd ed.), Boston, MA: McGraw-Hill Irwin Wilmot, W. W., & Hocker, J. L. (2007). Interpersonal conflict (7th ed.). New York: McGrawHill.
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