ORGANIZATIONAL BEHAVIOR

Module 8

Organizational Design
 ORGANIZATIONAL DESIGN

This is a macro-level issue

 Organization design is a series of decisions made
by the managers about the best organizational
arrangements to achieve the goals in their strategic
plans.
 ORGANIZATIONAL ANATOMY

This is How managers put people together to co-ordinate

their work and to achieve the organization’s goals.
 Organization’s structure resolves two basic tasks:
1. Dividing up the work in the organization
2. Ensuring the work gets done by providing
coordination and control of work
 Mechanistic Organization

Burns and Stalker have labeled organizations as either

1- Mechanistic organizations
 High division of labour
 Low delegation of authority
 Departments with great uniformity of work activities
 Narrow spans of control
Organizations possess tight rules and policies and coordination
which is formal and written.
 Organic Organization

2- Organic organizations
 Less job specialization
 Greater delegation
 Low uniformity among employees in work units
 Wide span of control
 Organic Organization

2- Organic organizations
Employees in organic organizations:
Have few rules and procedures to follow
Expect face-to-face or informal coordination
Expect to be empowered to create their own plans and schedule
 Organization Structure
 The formal pattern on interactions and
coordination designed by management to
link the tasks of individuals and groups in
achieving organizational goals.
 Organization chart: A line diagram that
depicts the broad outlines of an
organization’s structure
 Organization Structure
 Chain of command: The unbroken line of
authority that ultimately links each individual
with the top organizational position through
a managerial position at each successive
layer in between.
 ORGANIZATIONAL DESIGN ASPECTS

1. DIVISION OF LABOR
2. DISTRIBUTION OF AUTHORITY
3. SPAN OF CONTROL
4. DEPARTMENTALIZATION
 ORGANIZATIONAL DESIGN ISSUES
1. DIVISION OF LABOR
1. It is the degree of job specialization in a firm
2. It is the specific tasks and work methods which
define an employee’s job.
3. Its aspects are:
A. Specifying the type of work performed ( research
scientist, production manager, computer programmer)
B. The work methods or processes to be used (accounting,
marketing, production)
 ORGANIZATIONAL DESIGN ISSUES

1. DIVISION OF LABOR
4. is the primary source of increasing productivity as a result
of specialization.
5. Output per employee increases as more employees
performing related tasks are grouped together
6. Technological advances in communication and process
control overcome coordination problems as work unit size
increases. Such advances make it possible for one manager
to supervise a large number of employees, even
telecommuters.
 ORGANIZATIONAL DESIGN ISSUES

1. DIVISION OF LABOR
7. Division of labour makes companies effective because
managers break down jobs into subtasks at which employees
develop expertise through repetition.
8. Companies capture efficiencies in production systems which
can be transformed into lower cost per unit of output and
sustainable competitive edge.
 ORGANIZATIONAL DESIGN ISSUES

2. DISTRIBUTION OF AUTHORITY (Delegation)

Delegation of authority is a manager’s decision about
.how much authority to give to subordinate
Authority is a legitimate right to give direct orders to
teams or individuals. It flows to a manager from his
position in hierarchy or chain of command
Getting more authority can be a powerful motivator
(intrinsic reward)
 Principles of delegation of authority

1. For each responsibility delegated to a team or

subordinate, an equal amount of authority must be
given.
2. All decisions should be delegated to the lowest
organizational level possible.
3. Practice management by exception
A manager only becomes involved when an exception to the work routine of
the team or subordinate occurs.
 Principles of delegation of authority

2. DISTRIBUTION OF AUTHORITY (Delegation)

4. Managers should tell the teams or subordinates not

only what to do but how to do it.
5. The subordinate’s responsibility to his superior is
absolute, and superiors cannot escape responsibility
for the performance of their subordinates. Managers
are responsible for the work of their subordinates.
 ORGANIZATIONAL DESIGN ISSUES

3. SPAN OF CONTROL
The number of subordinates who report to a given
manager.
There is no agreement on the ideal span control
Most experts note that span of control is influenced by
the number and intensity of interpersonal relationships
 ORGANIZATIONAL DESIGN ISSUES

3. SPAN OF CONTROL
There are three factors affect a manager’s span of
control:
Required contact: frequent face to face contact:
e.g. medical services & self directed team
 ORGANIZATIONAL DESIGN ISSUES

3. SPAN OF CONTROL
Degree of specialization: Modern computer based
communication system makes employees performing
complicated work from home and stay in instant contact
with work colleague by being on line.
In general, manager lower in the firm can have a wider span
if her oversees many specialized employees doing the same
thing
 ORGANIZATIONAL DESIGN ISSUES

3. SPAN OF CONTROL
Ability to communicate: Managers who can clearly and
concisely convey company policies, procedures and work
expectations to subordinates can manage a wider span of
[Link] separation no longer means ineffective
communication
 Departmentalisation
Departmentalisation refers to how work activities
.are grouped together

Functional departmentalisation groups work

activities around essential functions such as
.manufacturing, sales and finance

Departmentalisation can be based on technology,

product, types of customers, types of distribution
.channels used, or geographic regions
FUNCTIONAL STRUCTURE -1

 Functional Structure: A structure in which

positions are grouped according to their
main functional (or specialized) area such
as: Operations, Finance, Marketing, Human
Resources, Sales, R&D, etc
FUNCTIONAL STRUCTURE -1
 Advantages
– In-depth development of expertise
– Clear career path within function.
– Efficient use of resources
– Ease of coordination within function
– Potential technical advantage over
competitors
 Disadvantages of Functional
Designs
Over-specialisation take place and narrow the business
viewpoints

.The development of managers is limited to their areas

Co-ordination between departments can weaken

Employees identify more with their departments than with

.the firm

Managers may fail to develop a strong focus on

customers, products or markets
FUNCTIONAL STRUCTURE -1
 Uses of functional Structure
– Small and medium size organizations

– Functional structure is suitable for large

organizations that operate in a stable
environment and when considerable
coordination is required among products.
 The Territorial Design
The territorial design establishes work
.groups based on a geographic area

All activities in a particular area should be

.controlled by a single manager

He would control all company activities in a

.single region
 The Territorial Design
Disadvantages of the territorial form of
.departmentalisation

There is a danger of duplication of effort across

.departments serving various territories or regions

The company must be able to hire general managers

handling several functions such as production,
.sales and human resources
 Advantages of Product
Divisional Design

1- Provides flexibility in meeting customers

needs.

2- External changes can be detected more

quickly and well understood.

3- Employees gain deep understanding of

their products & markets.
 Advantages of Product
Divisional Design
4- Encourages the development of separate
business units (profit centres) competing friendly
to maximise profits.

5- Performance measures are easy to create and

to judge the performance of various divisions .

6- The design shifts some of the burden for

general management to division heads.
 Disadvantages of Product
Divisional Structure

1- Duplicated effort and resources due to solving

similar problems without consulting other
divisions.

2- Finding and training people to head each

division is a difficult job.

3- Conflicts can arise due to sharing resources

when product divisions attempt ‘joint ventures.
 Matrix Departmentalisation
• Creates the need for the specialised
management position called ‘Project Manager’.

• PMs are knowledgeable & have responsibilities

exceeding their authority for the projects.

• The team members have two or more bosses,

one project manager and a functional boss.

• The matrix design violates the ‘unity of

command (one boss for each employee).
Advantages of Matrix Design
1 - The matrix design combines the strengths of
the product divisional and functional designs.

2 - The design blends an emphasis on market

changes with management and technical
expertise in a given product or project areas.

3 - It develops managers with technical product

and project knowledge who can communicate
effectively with other functional departments.
Advantages of Matrix Design
4 - A self contained department can devote
its undivided attention to the needs of its
product, project or customers

5 - The firm can focus on specific products

and their development without creating
permanent units .
 Disadvantages of the Matrix
Design

1- Confusing design as employees do not know

their real boss and leads to game playing & loss
of focus in both.

2 - Requires excellent planning and r. allocation to

ensure that functional work proceeds .

3 - PMs must have excellent technical, political,

communication skills. Extensive training must be
given or hire new employees with experience.

4 - May lead to excessive overhead costs.

Forms of Departmentalisation
 Standardisation

• Written work guidelines are formulated so

that similar work activities are performed in
the same way each time.
• Greater standardisation and formalisation
lead to greater centralisation and larger
administrative ratios in firms.
 Conglomerates
• A conglomerate is a holding company that
acquires many other companies which have
entirely different business strategies and operate
in diverse industries.

• The acquisition of companies could happen in

case of:

1) Undervaluation
2) Financially distress
3) Likely to grow but can not because they have
limited capital.
 Conglomerates
• Conglomerates are very large and they
have widely different, unrelated product
lines and services.

• They are managed through a system of

autonomous subsidiary presidents who
report to sector or group vice presidents
who in turn report to the conglomerate’s
CEO.
 Strategic Alliances
• A strategic alliance is a form of inter organisational
design.

• It is a cooperative agreement between two firms that fall

short of a merger or full partnership.

• It can involve joint product development or research,

production technology sharing, marketing of one another
company’s products.

• Used for companies in the same industry but based in

different countries to compete on a global scale while
maintain their independence.
 Problems Of Strategic Alliances
1) Require exhaustive coordination through meetings.

2) What is to be shared and what remains proprietary?

3) Overcoming cultural and language barriers.

4) Rising above suspicion and mistrust.

5) Depending too much on expertise and skills of another

company.
 Outsourcing
• Is a form of strategic alliance that raises
company performance by the recognition
that a supplier has a competitive
advantage that the company cannot easily
match.
• It is contracting outside firms for goods or
services that support manufacturing,
purchasing, sales, product development
and personnel .
 Coordination
• Coordination is a set of mechanisms which
managers employ to link the actions of
organisational subunits to achieve a pattern of
consistent outcomes.

• The extent of coordination necessary in the

organisation is determined by the amount of
information to be processed during task
accomplishment.

• Stable environments require fewer methods for

coordinating the work of subunits.
 Coordination
• Turbulent business environments create
more information processing needs than
placid environments
• As external uncertainty increases,
information processing capacity in the firm
must increase.
 Vertical Versus Horizontal
Coordination
• Vertical Coordination strengthens the
link between organisation levels

• Horizontal Coordination mechanisms

ensure the orderly processing of the
company’s workflow.
 Vertical & Horizontal
Coordination
• Vertical Coordination must decrease uncertainty
to be effective.
• It can be enhanced by using groups, direct
supervision, standardised work processes,
standardisation of outputs, use of performance
appraisal, and management information system.
• Horizontal Coordination
can be facilitated by the use of direct manager
contact, liaison roles, horizontal task forces, and
permanent teams to manage work problems.
 Vertical Coordination
1- Use teams and task forces.

• To increase coordination and create more group decision

making
• A collateral organisation is composed of task forces.
• It is a parallel, coexisting arrangement of task forces
which supplements the formal organisational hierarchy.
• The collateral organisation works on problems which cut
across the firm and is much broader than a single,
temporary task force.
 Vertical Coordination
2- Use direct supervision.

• This costly form of traditional vertical

coordination works through the chain of
command.

• Supervisors and managers coordinate the work

of their subordinates by using standardised work
rules and procedures.

• This method has fallen out of favour .

 Vertical Coordination
3- Use standardisation of work processes.

• Much work is so routine that the firm’s

technology dictates the pattern of coordination.
Little direct supervision is necessary.

• Workers do not have to interact with each other.

• This method has fallen out of favour because
standardisation makes it harder for organisations
to utilise self-directed teams.
 Vertical Coordination
4 - Use standardisation of outputs.
When direct supervision is minimal and work
processes are not standardised, coordination
can be achieved by specifying the nature of work
outputs.

• Coordination issues shift from how work is done

to ensure that outputs conform to certain
physical and economic standards.
 Vertical Coordination
5- Use performance appraisal.

• Performance appraisal is a tool not often recognised as

a vertical coordination .

• It can be used to control individual performance and to

communicate work goals to employees. Assessments
are then communicated upward by managers.

• This process links levels of the hierarchy. The newest

performance appraisal is the 360 degree system.
 Vertical Coordination
6 - Create a management information
system.
• Management information systems (MIS)
are simple devices such as employee
suggestion systems or company
newsletters.
• They consist of computerised information
and record keeping systems
 Vertical Coordination
Their uses include:

1) Providing early warning signals (product

breakthroughs)
2) Providing information to assist decision making
3) Conducting programmed decision making
(allocating funds to spread risk in a company’s
investment portfolio)
4) Automating routine functions .
 Horizontal Coordination
Mechanisms
[Link] direct contact
[Link] Liaison roles
[Link] cross functional teams
[Link] permanent teams
 Horizontal Coordination
The use of direct contact
is a function of the amount of interdepartmental work experience of
managers.

• Managers with considerable interdepartmental work experience

build a network of dependable interpersonal contacts over time.

• These contacts facilitate lateral relations which are instrumental in

solving workflow problems.

• Second, direct contact and lateral relations decay over time

because managers are promoted, transferred or dismissed .

• The decay in lateral relations must be offset by a programme

designed to develop new managers with the task expertise and
interpersonal skills .
 Horizontal Coordination
2 - Use liaison roles:
• The liaison role is formally established to link two or more subunits
which must coordinate workflow.

• The creation of liaison roles assumes that there are knowledgeable

managers in the functional units which need improved horizontal
coordination.

• The ‘boundary spanning’ managers need excellent political skills and

the ability to speak multiple functional languages’.

• As the firm becomes more complex and it adds new horizontal

departments or divisions, the need for skilful liaison managers
grows.
 Horizontal Coordination
3- Use cross functional teams.

• To create a temporary task force to provide horizontal

coordination.

• When problems arise involving numerous departments, a

cross functional team can be created with members from
the affected departments.

• Once the problem is solved, the representatives on the

task force return to their functional assignments.
 Horizontal Coordination
4 - Use permanent teams to manage
recurring workflow problems

• Creating permanent teams to address

problems.

• Large corporations use product and brand

managers to preserve the profitability of
their extensive product lines.
 Spans of Control
• Narrow spans may frustrate professionally
trained and experienced employees who
believe they should have autonomy at
work.
 Control in Organisations
• Organisational control is set of mechanisms used to
keep action and outcomes within predetermined limits.

• Process control is the standardisation of task

performance.

• It can be achieved by specifying work methods and

setting work standards.

• Process control can limit organisational flexibility if the

firm operates in a turbulent environment.

• It can be external or internal.

 Factors Disturbing External
Business Environments
1) Knowledgeable repeated buyers who compare prices and product
options

2) Much shorter product lifecycles

3) Rapid product innovation

4) Production process Improvements

5) Global competition

6) Industry and market deregulation

7) Return hungry investors.

 Process Control
• External process control refers to organisational
units that detect production process problems
and correct them.

• Internal process control is based in self-directed

teams that solve product or production problems
with total quality management TQM.
 Internal Process Control
• Effective internal process control applied by self
directed teams creates a number of benefits
include
– The creation of meaningful work standards
– Accurate and continuous measurement of
performance, specification of employee training and
development needs
– A clear team basis for distributing performance or
merit based rewards
– A way to link employees and customers,
– A sound basis for taking corrective action.
 Results-Oriented Control
• Results-oriented control is a system which
achieves control by specifying the results
to be obtained by employees and their
work units.
• The most common form of results-oriented
control is management by objectives
(MBO).
 Management By Objectives
• MBO rests on superior–subordinate
teamwork to:
1) Establish goals
2) Review goal progress
3) Resolve conflicts and take corrective
action with respect to set goals.
 Management By Objectives
• MBO capitalises on the important
motivational force of specifying outcomes
to be obtained.
• MBO can create problems in organisations
if the process of documenting and
recording goals becomes more
important than the goals themselves.
 Success Factors of MBO system

1- Knowledge of what is expected. MBO can reduce

misunderstandings for superiors and subordinates. That
leads to common work expectations for employees and
their managers.

2 - Knowledge of results. MBO systems place a high

priority on performance feedback. For the feedback to be
effective, it must be supportive and immediate.

3 - The function of the superior. Superiors must work to

provide feedback which is work oriented and not
personality oriented.
The MBO Process in Delayered
Organisations
 The Characteristics of a
Typical MBO System
1- Members of unit establish goals and action plans for achieving goals.

2 - Discussion of work unit goals ensures that everybody understands them.

3 - Employees in the work unit establish their own action plans for achieving
their goals. The managers participate in one to one meetings with employees.

4 - The superior and subordinate jointly establish performance measures.

5 - The superior conducts periodic formal and informal feedback with employees
concerning individual and work unit goals.

6 - The system is documented with all goals set down on paper.

7- Goals are ‘cascaded’ down the hierarchy.

They become more specific and quantified at lower levels.

• Note the emphasis on employee involvement and participation.

 Problems in using MBO
1- Employees can develop tunnel vision about results and not give
attention to how task activities .
MBO can be more effective if it is linked to product and service
quality .

2- MBO degenerates into a paper work, emphasising completing

forms.

3- Superiors fall into an ‘either punish or reward’ mentality

regarding results achieved by subordinates.

4 - The collaborative aspects of the system are lost if employees

have many goals or are worried about accomplishing their
specific goals
 The Responsive Organisation
• Companies must be designed to respond to:
– New aggressive global competitors
– New products & new technologies
– Price sensitive customers

• Responsive firms are designed to respond to

– New competitors, products and technologiers
– De-regulated industries and foreign markets
– Shrewd and price-sensitive customers
– Tough global competitors.
 The Responsive Organisation
• Responsive firms are customer-oriented
and delayered where co-ordination is
achieved through technology-based
communications.
• The primary emphasis is on revenue
growth within a reasonable cost structure.
 Delayering
• Companies reduce the complexity of their structures to
reduce costs and to speed decision making process.

• The process has 3 steps:

1) Eliminating several layers of the chain of command

2) Widening the spans of control of managers who remain

3) Reducing the amount of attention paid to employees by

managers (elimination of close supervision).
 Reassign Supporting Staff
• WalMart Corporation, with sales of
$190bn has 450 corporate staff employees
at its company headquarters while it
employs 358 000 people worldwide.
 Widen Spans of Control

• In responsive firms, spans of control could reach up to

100–200 employees per manager .

• Wide spans are made by computer networks which

deliver production information to teams of employees
that monitor productivity and take corrective measures .

• Managers’ jobs shift from control to facilitating

coordination.
 Workforce Empowerment

• Employees can take decisions and have

responsibilities.

• Responsibilities cover transactions with

customers, suppliers, vendors and regulators.

• Empowered field reps and specialists have the

authority to answer questions and to commit
their company to make the necessary
adjustments.
 Create Team Based
Work System
• Responsive Companies rely more on self managed
teams to raise productivity, product and service
quality and cost effectiveness.

• By using teams,firm boost their responsiveness

without adding layers to their hierarchies.

• Empowered work teams manage themselves

and make decisions without close management
supervision.
 Empowered Teams Decisions

1- Recruiting, hiring, performance evaluation, and

termination.

2- Formulating and tracking a budget prepared by the

team.

3 - Handling quality control and problem solving.

4 - Developing standards for productivity and quality.

5 - Suggesting new products development .

6 - Work with other teams .

 The Boundaryless Organisation
• Rigid, hierarchy based firms create several vertical
boundaries which act as obstacles to rapid and
responsive decision making.

• Firms replace complex vertical hierarchies with loose

horizontal networks to link traditional functions with
cross functional teams.

• The boundaryless organisation has more flexible or

no vertical and horizontal boundaries by using
– Self directed teams
– Technologically sophisticated communications
– Responsiveness to customers
– Outsourcing and strategic alliances.
The Boundaryless Organisation
• Companies expand their responsiveness by
forming strategic alliances with suppliers
(outsourcing) and competitors.

• Outsourcing of sales work to telemarketing firms

reduces the costs of goods sold.

• Boundaryless firms use lean corporate staffs,

wide management spans and empowered, self-
directed teams.
 The Boundaryless Organisation
• The authority boundary is the natural distinction
between leaders and followers in firms.

• In firms using self managed teams the authority

boundary still exists.

• To achieve responsiveness, the flat, or delayered firm

must move away from issuing orders.

• Managers must learn to lead while remaining open to

criticism and accepting advice from employees who are
experts on various aspects of problems .
 The Boundaryless Organisation
& The Identity Boundary
• The identity boundary consists of employees’ shared experiences
and beliefs which set them apart from the rest of the company.

• When this boundary is well developed, members of departments

and work groups have an ‘us versus them’ attitude.

• It encourages employees to trust insiders more than outsiders and

undermines cross functional team work and network creation.

• Firms excel at socialising new members to get them to identify with

the company and its goals.

• They only cause coordination and integration problems if adaptability and

responsiveness to customers is not a core mission.
Creating a Horizontal
Organisational Design
The Responsive Organisation
• The responsive firm emphasise employee
training and reward system design.

• The customer service spectrum shows a firm the

relationships among its types of service and the
extent to which employees need more service
training.

• The spectrum is used by firms to enhance its

advantage through service quality improvement.
The Responsive Organisation
• Manufacturing assumptions originate in
scientific management.
• It allows the firm to manage and control
the rate of flow of factors of production
through its transformation process.
• The major and less manageable source of
external uncertainty is customer demand
for service.
The Responsive Organisation
• Firms must abandon the management
assumptions that originate in scientific
management.

• Job designs in the responsive, service-

driven firm require employees to recognise
sales opportunities as they complete a
customised service transaction.
The Responsive Organisation
• A customised service requires that employees
have the authority and training to systems that
are based on:

1- Measurements of customer satisfaction

2- Response times

3- Cost effectiveness in service delivery.

The Responsive Organisation
• Service employee empowerment must
be at the centre of firms to give front-line
service employees the authority and
training to deliver high quality service.
 Selecting the Best Design

• Key design decisions are division of labour, delegation of

authority, departmentalisation, and span of control.

• The emergent designs for highly competitive firms are

delayered, technologically sophisticated and highly
customer oriented.

• The breakdown of boundaries among units in the firm and

between the firm and its customers is driven by the
search for competitive advantage .

• Depending on environmental turbulence and uncertainty,

managers will take decisions to remove boundaries and
to delayer.
 Customer Service
• Companies turn to service improvement to
increase profits and market share.

• Differentiating service is often easier and faster than

differentiating products .

• Service improvements strengthen brand loyalty &

bad service quickly drives off customers and lowers
or erases profits.

• The goal in customer service is called the

one stop programme, it tries to eliminate the
need for transferring customers to different
people in the company.
 Service Management versus
Products
1- Not until service is demanded is it produced.

2- Service is often provided by employees not under the

direct supervision of a manager.

3- Services are provided when and where the customer

desires.

4-Services are labour intensive.

5- Service is intangible and its characteristics are more

difficult to measure than the features of a product .

6- Service is produced in the presence of the customer.

 Drivers of Growth
in Customer Service
• Customers demand better quality.
• Service improvements strengthen
brand loyalty.
• Bad service quickly drives off
customers and lowers or erases profits.
 Service Improvement

• There are three factors to achieve competitive

advantage through service improvement

1- A well conceived strategy for service.

In the responsive firm, this is a guiding service concept
(business value in the firm’s mission statement) that
prompts all frontline employees to discover the
customers’ real priorities.

2- Customer oriented frontline people.

The managers encouraged and helped the people who
deliver the service to keep their attention fastened on the
needs of the customer. This leads to a creative service
customisation by employees that marks the service as
superior in the customer’s mind.
 Service Improvement
3- Customer friendly systems.
The delivery system that backs up the service
people is designed for convenience of
customers rather than the convenience of the
firm and its staff including the physical facilities,
policies, methods, and communication
processes .
 Organising Principles
of Service Quality
1) Classifying the firm’s services on the client customer service
spectrum
• A company must tailor services and ensure that employees have
the proper skills to deliver them

2) Organising to improve service subordinate all control processes to

service enhancement and adopt employee empowerment.
• Putting service first makes a firm emphasise the importance of
expanding market share.

1) Service training of employees 2) Delayering

3) Redesign of information systems to measure customer satisfaction

4) Enhanced incentive systems tomotivate sales to repeat customers.

 Service Quality Improvement
3- Using employee empowerment to give
frontline, the authority to make on the spot
decisions to meet customer’ requests

4- Abandon manufacturing assumptions

in service quality delivery.
 Creating a Service-Driven
Organisation
Step 1: Conduct a service audit.
• Audits mean measurement and measurement
means tracking customer satisfaction.

• The features of service that are important to

customers and how they are prioritised is the
starting point to design a customer service audit.
 Creating a Service-Driven
Organisation
• Step 2: Develop a companywide service strategy.

– A firm needs a ‘service mission statement’ clarifying how its

competitive advantage is based on service quality delivery.

– The Service mission statement should answer the question:

‘Why should customers choose us?’ All aspects of the
company’s culture should reinforce the answer to that question.

– A firm’s hiring and training programmes should have as their

central focus the creation of a workforce that knows how to
deliver the service that keeps customers coming back for more
 Creating a Service-Driven
Organisation
Step 3: Conduct ‘wall to wall’ employee
training.
• Training employees to deliver excellent service
is an investment in future earnings.
• There is a strong link among customer
satisfaction, employee morale and service
quality training.

• Step 4: Implement the service

improvement programme.
 Creating a Service-Driven
Organisation
Step 5: Make the service improvements
permanent.

• Management practices as performance

measurement, incentive system design and
communication practices must be changed.
• Learning new service focused job behaviours,
employees must be rewarded through valued
rewards that are tied to service.
• The firm can create new values in its culture
that centre on service quality.
 Success Indicatiors of Service
Quality Improvement Program
1- All Employees understand behaviours which lead to
excellent service.
2 - New employees are trained in service quality
3 - Measurement of service quality reaches all aspects of
company operations.
4 - The company commits to ‘wall to wall’ service training.
5 - Pay is based on measured service excellence.
6 - Recruiting systems reflect the importance of personal
attributes that are related to excellent service skills.
7 - Senior employees show the importance of service
quality to new workers.
8 - Rivals take notice of the company’s service
improvement and copy it.