http://hwsoloutions.com/?product=mgt-521-week-5
MGT 521 Week 5,
mgt 521 Week 5
1-
2-
Learning Team Reflection
In this paper, team B will discuss several control measures to see how efficient and effective an employee is to an organization.
There are several key measurements for call center employees. Based on the actual position assigned, telemarketer, fronter, closer, inbound or lead distribution I think, “transitioned calls” is the easiest to track. Call transition is appropriate in each position within a call center as it is determined by the immediate success of the conversation with the potential customer.
By tracking calls that have moved from one agent to another, presumably from fronter to closer, one can assess the effectiveness of the not only the dialog, tone of the call, the script and employee enthusiasm used during the call. Once the call has been transferred it is now up to the closer to move it one last time to a “confirm” status. This is truly the most important test of effectiveness, getting the sale. It is relatively easy to move the call with emotion or a “but wait” transition, but unless the sale is made nothing has been accomplished and therefore nothing can be measured but failure.
Measuring lost calls, hang-ups and non-closes is equally important and can be tracking using the same format, “calls lost in transition”. Obviously these calls need to be readdressed or the employees retrained to overcome objections.
By using the “transitioned or moved call” in training, employees learn how to be efficient and sell their point very quickly. Time lost in a call center is money lost and by testing during training the calls become more efficient and effective very quickly as do the employees.
An individual measure that could be taken in order to track an individual employee’s efficiency is a review of their numbers and individual volume of sales. This can be done in many different ways. One way to measure the employee’s numbers would be through reports. The reports can be run yearly, monthly, quarterly or even weekly. The frequency of the reports could be based on the situation. A less frequent report, like a yearly report, would be more to just monitor their productivity and make sure that they are performing as expected and make any changes or suggestions as necessary. Monthly and weekly reports could be used to compare and provide the employee with any training or disciplinary action if that becomes necessary.
2-
mgt 521 Week 5
1-
2-
Learning Team Reflection
In this paper, team B will discuss several control measures to see how efficient and effective an employee is to an organization.
There are several key measurements for call center employees. Based on the actual position assigned, telemarketer, fronter, closer, inbound or lead distribution I think, “transitioned calls” is the easiest to track. Call transition is appropriate in each position within a call center as it is determined by the immediate success of the conversation with the potential customer.
By tracking calls that have moved from one agent to another, presumably from fronter to closer, one can assess the effectiveness of the not only the dialog, tone of the call, the script and employee enthusiasm used during the call. Once the call has been transferred it is now up to the closer to move it one last time to a “confirm” status. This is truly the most important test of effectiveness, getting the sale. It is relatively easy to move the call with emotion or a “but wait” transition, but unless the sale is made nothing has been accomplished and therefore nothing can be measured but failure.
Measuring lost calls, hang-ups and non-closes is equally important and can be tracking using the same format, “calls lost in transition”. Obviously these calls need to be readdressed or the employees retrained to overcome objections.
By using the “transitioned or moved call” in training, employees learn how to be efficient and sell their point very quickly. Time lost in a call center is money lost and by testing during training the calls become more efficient and effective very quickly as do the employees.
An individual measure that could be taken in order to track an individual employee’s efficiency is a review of their numbers and individual volume of sales. This can be done in many different ways. One way to measure the employee’s numbers would be through reports. The reports can be run yearly, monthly, quarterly or even weekly. The frequency of the reports could be based on the situation. A less frequent report, like a yearly report, would be more to just monitor their productivity and make sure that they are performing as expected and make any changes or suggestions as necessary. Monthly and weekly reports could be used to compare and provide the employee with any training or disciplinary action if that becomes necessary.
2-
interoffice memorandum
TO: JOSHUA JONES
FROM: ABC
SUBJECT: TEAM LEADERSHIP
DATE: JULY 29, 2014
CC: KIM HINTON
TO: JOSHUA JONES
FROM: ABC
SUBJECT: TEAM LEADERSHIP
DATE: JULY 29, 2014
CC: KIM HINTON
Good Afternoon Mr. Jones,
I am excited to hear that a new department will be added to ABC Company in order to enter a particular market segment. As per your request I am confident that I can manage the team for this task and have taken the steps necessary to determine team member personality types and leader approaches that will help bring the team together and work with minimal conflict. Below you see my findings.
First there is Frank whose personality is ENFP, which means “socializing actually gives him more energy. Also, he can be spontaneous and are highly adaptable to change, but dislikes routine and may have problems with disorganization and procrastination” (Cherry, 2013, para. 5).
Next there is Briana who has an ISTJ personality type, which means she is “quiet and reserved and interested in security and peaceful living. She possess’ a strongly-felt internal sense of duty, which motivates to follow through on tasks. Organized and methodical in their approach, they can generally succeed at any task which they undertake” (PersonalityPage, 2013).
The third member Nicole is ENFJ, which means she is “popular and sensitive, with outstanding people skills. Externally focused, with real concern for how others think and feel. Usually dislike being alone. Nicole is also effective at managing people issues, and leading group discussions” (PersonalityPage, 2013).
The Fourth member Kirill is ENTJ, which means he is “assertive and outspoken – they are driven to lead. Kirill has excellent ability to understand difficult organizational problems and create solid solutions. Intelligent and well-informed, they usually excel at public speaking. They value knowledge and competence, and usually have little patience with inefficiency or disorganization” (PersonalityPage, 2013).
My personality type is identified as ENTJ, which would work well with managing a team because I am focused, have no problem speaking up, and can handle difficult tasks.
Upon identifying my team member’s personality traits one can ascertain there will be no issue of completing tasks, but as a team we can run into a problem of so many head strong individuals, which can cause a problem for compromise.
After careful review I feel it beneficial to use an affiliative and democratic leadership approach because as the team leader I want to be fair in delegating and work cohesively as a team. The afiliative approach “emphasizes the importance of team work, and creates harmony in a group by connecting people to each other” (Murray, 2013, para. 4). The only issue with this approach is that it should not be used alone, “since its emphasis on group praise can allow poor performance to go uncorrected. “Employees may perceive,” he writes, “that mediocrity is tolerated” (Murray, 2013, para. 4). The second leadership approach which I will use is democratic. The democratic leadership approach “draws on people’s knowledge and skills, and creates a group commitment to the resulting goals. It works best when the direction the organization should take is unclear, and the leader needs to tap the collective wisdom of the group” (Murray, 2013, para. 5).
First there is Frank whose personality is ENFP, which means “socializing actually gives him more energy. Also, he can be spontaneous and are highly adaptable to change, but dislikes routine and may have problems with disorganization and procrastination” (Cherry, 2013, para. 5).
Next there is Briana who has an ISTJ personality type, which means she is “quiet and reserved and interested in security and peaceful living. She possess’ a strongly-felt internal sense of duty, which motivates to follow through on tasks. Organized and methodical in their approach, they can generally succeed at any task which they undertake” (PersonalityPage, 2013).
The third member Nicole is ENFJ, which means she is “popular and sensitive, with outstanding people skills. Externally focused, with real concern for how others think and feel. Usually dislike being alone. Nicole is also effective at managing people issues, and leading group discussions” (PersonalityPage, 2013).
The Fourth member Kirill is ENTJ, which means he is “assertive and outspoken – they are driven to lead. Kirill has excellent ability to understand difficult organizational problems and create solid solutions. Intelligent and well-informed, they usually excel at public speaking. They value knowledge and competence, and usually have little patience with inefficiency or disorganization” (PersonalityPage, 2013).
My personality type is identified as ENTJ, which would work well with managing a team because I am focused, have no problem speaking up, and can handle difficult tasks.
Upon identifying my team member’s personality traits one can ascertain there will be no issue of completing tasks, but as a team we can run into a problem of so many head strong individuals, which can cause a problem for compromise.
After careful review I feel it beneficial to use an affiliative and democratic leadership approach because as the team leader I want to be fair in delegating and work cohesively as a team. The afiliative approach “emphasizes the importance of team work, and creates harmony in a group by connecting people to each other” (Murray, 2013, para. 4). The only issue with this approach is that it should not be used alone, “since its emphasis on group praise can allow poor performance to go uncorrected. “Employees may perceive,” he writes, “that mediocrity is tolerated” (Murray, 2013, para. 4). The second leadership approach which I will use is democratic. The democratic leadership approach “draws on people’s knowledge and skills, and creates a group commitment to the resulting goals. It works best when the direction the organization should take is unclear, and the leader needs to tap the collective wisdom of the group” (Murray, 2013, para. 5).
HTTP://HWSOLOUTIONS.COM/?PRODUCT=MGT-521-WEEK-5
MGT 521 WEEK 5
No comments:
Post a Comment