Unit 2 Authentic Tasks
Assessment 2: Authentic Tasks – Critical Incident Report
Executive Summary
This report is based around a dissatisfying service incident with Generic Removals. This incident is described by using the Critical Incident Technique questions as a framework for its description.
Table of Contents
Executive Summary – Page 1
Part 1 Critical Incident Description – Pages 3-4
Part 2 Critical Incident Analysis – Pages 5-6
Part 3 Recommendations for Provider – Pages 7-8
References – Page 9
Part 1 Critical Incident Description
The dissatisfying service incident I have chosen to analyse occurred on the 5th June, 2012. My family and I employed Generic Removals, a suburban based removalist company, to move an assortment of furniture and other possessions …show more content…
The employee who came and inspected the items that were to be moved incorrectly judged how much space the furniture would occupy in the truck. This caused the removalists to be unable to load and transport port all the items required. The alternate option the employee offered, moving it ourselves or hiring another truck at a later date, required a lot more time and money to be spent than initially planned. The service was also completed, from start to finish, in a longer time than what was specified by the …show more content…
The service design and standards gap is the difference between management’s perceptions of what the customer expects and service quality specifications. The communication gap is the difference between delivery of the service and the provider’s external communications.
In this incident the listening gap is caused by the management’s lack of an accurate understanding of how the customer expected the service to be completed. This is because of a lack of upward communication; very little contact was made between the customer and the management as well as between employee and management. Service recovery also contributed to the listening gap, this was the failure to understand why a customer is complaining and what is expected by the customer after they lodge a complaint.
The failure of the organisation to create service quality specifications tailored to the standards that are dictated by the expectations and perceptions of the customer that employees can easily execute is the cause of the service design and standards gap. The poor service design comes in the form of an inefficient and unreliable method of inspecting what the customer requires to be moved and providing poor estimations of the timeframe and feasibility of the service
Executive Summary
This report is based around a dissatisfying service incident with Generic Removals. This incident is described by using the Critical Incident Technique questions as a framework for its description.
Table of Contents
Executive Summary – Page 1
Part 1 Critical Incident Description – Pages 3-4
Part 2 Critical Incident Analysis – Pages 5-6
Part 3 Recommendations for Provider – Pages 7-8
References – Page 9
Part 1 Critical Incident Description
The dissatisfying service incident I have chosen to analyse occurred on the 5th June, 2012. My family and I employed Generic Removals, a suburban based removalist company, to move an assortment of furniture and other possessions …show more content…
The employee who came and inspected the items that were to be moved incorrectly judged how much space the furniture would occupy in the truck. This caused the removalists to be unable to load and transport port all the items required. The alternate option the employee offered, moving it ourselves or hiring another truck at a later date, required a lot more time and money to be spent than initially planned. The service was also completed, from start to finish, in a longer time than what was specified by the …show more content…
The service design and standards gap is the difference between management’s perceptions of what the customer expects and service quality specifications. The communication gap is the difference between delivery of the service and the provider’s external communications.
In this incident the listening gap is caused by the management’s lack of an accurate understanding of how the customer expected the service to be completed. This is because of a lack of upward communication; very little contact was made between the customer and the management as well as between employee and management. Service recovery also contributed to the listening gap, this was the failure to understand why a customer is complaining and what is expected by the customer after they lodge a complaint.
The failure of the organisation to create service quality specifications tailored to the standards that are dictated by the expectations and perceptions of the customer that employees can easily execute is the cause of the service design and standards gap. The poor service design comes in the form of an inefficient and unreliable method of inspecting what the customer requires to be moved and providing poor estimations of the timeframe and feasibility of the service