Desert Communications, Inc.
Desert Communication Inc.
Desert Communications Inc. is a contracted customer-service call center. Due to changes in the communications industry, to include a reduced demand for communication products, net profits have declined. A strategic movement has been implemented to reallocate resources in order to capitalize on the added services of the communications industry. Team B has been tasked to assist by integrating strategies that would help generate the profit needed, creating an action plan, and presenting the operational change to employees.
In order to present the operational change, leaders will coordinate a plan of attack, execute the plan, and adjust if necessary to ensure that maximum worker efficiency is achieved. To achieve success at Desert Communications, the companies leadership needs to identify necessary action steps, the optimal sequence of those steps, estimate the time needed to carry out each step, determine deadlines, estimate the cost of each step, determine who is accountable, and develop monitoring procedures (Yukl, 2010, Table 3-5). Each of these methods can be broken down into smaller segments, but for the simplicity of this review, only a few will be discussed.
In any problem-solving dilemma, an effective leader uses the steps listed above. In the case of Desert Communications, estimating the time needed to take each call, establishing deadlines, determining who is accountable, what they are accountable for, and monitoring the new procedures is required for operational change. If the leader communicates these changes effectively, the employees will buy into the new order of business.
The change in operations may not happen overnight. Some employees are reluctant to monitoring and resistant to change. Employee’s performance is measured by customer satisfaction ratings. However, if Desert Communications measures performance and additional service sales, the net profit of the company will reverse the downward trend.
Desert Communications Inc. is a contracted customer-service call center. Due to changes in the communications industry, to include a reduced demand for communication products, net profits have declined. A strategic movement has been implemented to reallocate resources in order to capitalize on the added services of the communications industry. Team B has been tasked to assist by integrating strategies that would help generate the profit needed, creating an action plan, and presenting the operational change to employees.
In order to present the operational change, leaders will coordinate a plan of attack, execute the plan, and adjust if necessary to ensure that maximum worker efficiency is achieved. To achieve success at Desert Communications, the companies leadership needs to identify necessary action steps, the optimal sequence of those steps, estimate the time needed to carry out each step, determine deadlines, estimate the cost of each step, determine who is accountable, and develop monitoring procedures (Yukl, 2010, Table 3-5). Each of these methods can be broken down into smaller segments, but for the simplicity of this review, only a few will be discussed.
In any problem-solving dilemma, an effective leader uses the steps listed above. In the case of Desert Communications, estimating the time needed to take each call, establishing deadlines, determining who is accountable, what they are accountable for, and monitoring the new procedures is required for operational change. If the leader communicates these changes effectively, the employees will buy into the new order of business.
The change in operations may not happen overnight. Some employees are reluctant to monitoring and resistant to change. Employee’s performance is measured by customer satisfaction ratings. However, if Desert Communications measures performance and additional service sales, the net profit of the company will reverse the downward trend.
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