¶ … Management Service Processes in a Specific Organization
Critical Evaluation of Effective Management Service Processes: Qantas Airlines
Effective and efficient management service processes are highly important when it comes to any organization that has dealings with the public in a service capacity. Addressed here will be the case and critical evaluation of Qantas airlines, which operates airplanes that shuttle individuals to vacation destinations and work-related conferences, among other needs. The paper will focus on three areas: the effective management of service processes, service people, and resource allocation. All three of these areas must be evaluated, in order to better understand the issues that the company faces. Additionally, all three areas generally work together to help an organization reach maximum efficiency and effectiveness. With that in mind, examining all three issues for Qantas will show how well the company is doing and whether there are things it could do to improve in the future, so it could better satisfy its customers.
Qantas is not immune to the difficulties that airlines and other service-oriented businesses face. One must consider all that Qantas goes through from a service and management perspective in order to remain relevant in the market and continue to make a profit. With that in mind, one consideration for Qantas would be a service marketing strategy plan. These kinds of plans are generally designed to provide a higher degree of success based on how resources are allocated, how customers are treated, and how employee perform their work (Easdown, 2006). Plans that address a company's service marketing strategy also focus on the specifics of the three main areas to be addressed. The following pages will consider how a plan of these type could be employed and used by Qantas, based on the areas in which the company is currently struggling. How Qantas allocates its current resources (and how it should be allocating them for maximum efficiency and effectiveness), as well as how it currently maintains and managers both its customers and its employees will all be discussed.
Service People
Among the main issues Qantas needs to address is customer loyalty and satisfaction. How best to do that, though, has to be examined from the standpoint of the processes that are undertaken in order to please both customers and employees. This is how service processes tie into the area of service people. For purposes of clarity and discussion, however, they will be kept separate here. Customer loyalty and customer satisfaction have to be earned, and one of the way in which they can be earned is through the correct treatment of those customers. This is vague, however, and must be clarified by any company that wants to be successful in a service-based industry. It is not possible to simply say that one will "treat customers well." How does the company propose to treat customers well? What is the given definition of "well" that the company will use? What will take place when the customer and the company differ on their opinions of proper treatment? There are many issues to consider, and service people are at the heart of all of them.
Handling service people correctly starts with leadership (Morrison & Winston, 1990; Kotlyar & Karakowsky, 2006; Bass & Avolio, 1994). For Qantas, the largest driving factor when it comes to satisfied customers is how those customers are treated, and they must be treated by service people in the way those service people have been taught to treat them by the leaders of the organization. In other words, the service people that are doing their jobs at Qantas are the driving force behind the company, and also the determining factor when it comes to how passengers actually feel about their experience with Qantas. Despite that, the service that they provide is not automatically understood when they come to work with the airline, so they must undergo training (a service process) that will allow them to be better prepared for what they will offer to the customers and what their job requires them to offer to the customer even if they disagree. Where service people are concerned, the adage that the customer is always right is still part of the equation.
With the exception of truly egregious issues, the service people must defer to the customer's "correct" interpretation of the issue. Only if leadership overrules this are service people to deny the customer the item or service for which he or she is asking. People are much more likely to...
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