Applying the Lessons of Quality Customer Service in Public Organizations

1996 ◽  
Vol 1 (2) ◽  
pp. 185-194 ◽  
Author(s):  
William M. Leavitt
Keyword(s):  
Public Sector ◽  
Customer Service ◽  
High Performance ◽  
Service Operations ◽  
Organizational Structures ◽  
Frontline Employees ◽  
Compensation Plans ◽  
Organization Model ◽  
Service Personnel ◽  
Service Strategies

This article is concerned with the development of productive, high-quality customer service operations. It focuses on key areas related to service quality in the public sector: customer service strategies, organizational structures, and organizational systems. The effect of organization vision and values on the development of customer service strategies is explored, and the use of a high-performance organization model is proposed. In terms of organization structure, this article focuses on the implications and effect of using work teams in customer service operations. The organization systems reviewed specifically involve the selection and hiring of customer service personnel as well as compensation plans for frontline employees. There are other important administrative systems, but these activities play key roles in the performance and productivity of public-sector customer service personnel.

Analysis of changes in the organizational structure of municipal offices

Management ◽  
2012 ◽  
Vol 16 (2) ◽  
pp. 373-387
Author(s):  
Joanna Snopko
Keyword(s):  
Local Government ◽  
Customer Service ◽  
Local Governments ◽  
Organizational Structures ◽  
Organisational Structure ◽  
Office Management ◽  
Organisational Structures ◽  
Partner Relations ◽  
Structural Solutions ◽  
Proper Performance

Abstract Organisational Structure of Municipal Offices - Key Determinats The multitude of tasks and problem issued faced by local governments necessitates their evolution towards improvement of the existing organisational structures. Comparison of the existing organisational structures of various municipal offices could create a misleading that their organizational structures do not undergo any transformations. In reality, the type of an organisational structure remains unchanged while its elements change very frequently. These changes are activated when, according to the office management, they do not ensure proper performance of tasks faced by local government administration and appropriate customer service. Also note that, in the applied solutions, there is a strive for perfection which can be noticed, in a sense. It expresses the concept that this is not a structure which can effectively play its role today and is prepared for challenges of tomorrow. However, the process of transformations has not developed any new solutions. To this end, the local government must develop organisational structures appropriate for identifying and reaching its objectives. For this reason, it’s worthwhile to consider solutions which combine elements of the existing and modern solutions or address new opportunities created by process-oriented structures. However, these transformations must, first and foremost, cause a transformation of bureaucratic-style municipal offices into modern organisations which apply modern methods of management. These are organisations which introduce deep-reaching organisational changes, i.e. transform their hierarchic interorganisational relations into more partner relations and transform their structural solutions into more flexible solutions as well as change their employees’ way of thinking. Without such transformations in local government, municipal offices will be still referred to as bureaucracy and civil servants as bureaucrats.

scholarly journals Diunsa: An Entrepreneurial Family’s Digital Response to COVID-19

2021 ◽  
pp. 251512742110331
Author(s):  
Lauri Union ◽  
Carmen Suen ◽  
Rubén Mancha
Keyword(s):  
Customer Service ◽  
Family Business ◽  
Service Operations ◽  
State Of Emergency ◽  
Supply Chain Disruptions ◽  
Online Retail ◽  
External Resources ◽  
The Third ◽  
The Family ◽  
Brick And Mortar

On March 15, 2020, in response to the Covid-19 pandemic, the Honduran government unexpectedly announced a state of emergency and mandated immediate closure of all businesses. Diunsa closed its six stores. The family-owned retailer had anticipated supply chain disruptions, stocked from alternative suppliers, and formed a crisis management team. Now, to keep the business afloat during the unexpected closure and retain all its employees on the payroll, the company had to move sales from the brick-and-mortar stores to an incomplete online retail site. The third generation in the family business—the Faraj siblings, all in their 20’s—led the critical transition online and response to setbacks. As digital-native millennials, they helped improve the website, customer service, operations, and delivery in a short amount of time and using external resources and various technologies. As the situation stabilized, Diunsa’s leadership asked: How will Diunsa build on the momentum for digital transformation and turn its tactical actions into a digital strategy? How can we continue to tap into the leadership of our up-and-coming generation to achieve these goals?

Creating high-performance organizations in the public sector

2002 ◽  
Vol 41 (3) ◽  
pp. 341-354 ◽  
Author(s):  
Tressie Wright Muldrow ◽  
Timothy Buckley ◽  
Brigitte W. Schay
Keyword(s):  
Public Sector ◽  
High Performance ◽  
The Public

Technology Transfer in the Transit Industry

2000 ◽  
Vol 1731 (1) ◽  
pp. 112-120
Author(s):  
Yuko J. Nakanishi ◽  
Ossama Abd Elrahman
Keyword(s):  
Technology Transfer ◽  
Customer Service ◽  
New Technologies ◽  
Comprehensive Evaluation ◽  
Organizational Structures ◽  
Strict Adherence ◽  
Effective Training ◽  
Effective Technology ◽  
Evaluation Mechanism ◽  
Technology Industries

The unprecedented advances taking place in the technology industries (computer, electronics, telecommunications) can benefit the transit industry by enabling safer, cleaner, and more reliable transit vehicles; easier maintenance; better customer service; and faster and more efficient scheduling and operations. Without an effective technology transfer process, however, the technologies may not reach the proper audience in the transit organization, or they may fail to elicit the appropriate response from transit staff. The two key elements of successful technology transfer in the transit industry are discussed—effective technology transfer infrastructure and technology transfer (T2) agents. Effective technology transfer infrastructure consists of an organizational culture that is open and flexible, a comprehensive evaluation mechanism, an efficient transfer design, and an effective training program. T2 agents are individuals or organizations that bring new technologies and information to agencies, which then can transform the technology and information into useful products, processes, or programs. Also discussed are intra- and interagency barriers, such as strict adherence to rule books and bureaucratic organizational structures, and examples are provided of how some agencies are addressing these problems.

Sign in / Sign up

Export Citation Format

Share Document