People Management and Organisation Client Service

Question: Discuss about thePeople Management and Organisation for Client Service. Answer: Introduction: Refer the result of the main three departments which lies within the main company, i.e. Marketing, Sales, and the client Service, proceeding and working in the isolation in the absence of the required necessary collaboration and the interaction with one and each other and also because of the Pluto Telecommunications enhancing in the size which is quite considerably in the few last years, the Pluto is thus gradually and potentially losing the main sales that are accompanied by an enhancement of the customer queries and complaints. The Telecommunication or the IT industry has been since long continuously changing and also it is evolving that requires the trade or the business to accept the changing conditions so as to compete and also on the other side grow in this fast changing or growing the competitive market. It results in the end of so many of the departments which lie within the company, which may be performing various activities relatively in an good manner, they are required to work as a cumulative and collective manner so as to get the aimed targets (Akinbode, 2011). It is evident that there is a serious laxity of the horizontal communication and also a serious laxity to the sense of the unity that exists between the departments. Problem Analysis of Pluto Communications: The 4 main factors that influence the manner in which any of the organization is made or structured is effectively the companies technology, size, strategic choice, the environment and the organizational design (Bessick and Naicker, 2013). The appropriate and the main contingency approach refer the organization structure also at times argues and refers that the organization so as to be very innovative and effective, requires to adjust its structure in such a way consistent with the major type of the technology which it brings into use, the environment in which it works and operates its business, it appropriate size and the other kinds of the contextual factors (Adikaram, 2016). The Uncertainties also brings about so many of the main hurdles to rationality, here Thompson (1967) gives remarks, that the environments and the technologies are the major and basic sources of the uneven and uncertainty for the companies and thus requires the full teamwork from so many of the various departme nts so as to resolve the complexities. While looking at the growth of the technology, Mr. Charles Perrow has categorized it refer the level of the predictability of the work (Bredin, 2010). Charles Perrow has built on the main studies for both Woodward and Thompson who has challenged the ancient and the classical management's belief for the existence of the all around the universal terms and principles to the structure strong and effective companies (BileviÄ ienÄ—, BileviÄ iÃ…Â «tÄ— and ParaÃ…Â ¾inskaitÄ—, 2015). He has also focused on his research much more at the non-routine terms and aspects of the technology than Thompson and Woodward. At the time of analysing the Perrow's major classification refer the types of the technology; one can notice that Mr. Charles Pluto's Telecommunications slots for the high task and the low task variety analyzability category, which concludes in the companies requiring a much comparative structured form. It has been further provided with support by the fast growth of the organisation over last one year and thus becoming more structurally complex. This is also clear that the organisations or the departments also does not possess a fine view refer the strategy of the corporates and thus work within the boundaries of the department, this is also required to be the responsibility of the higher management to carefully feed the concerned strategy down by the categories that setting the appropriate set targets to resume gaining the share of the market (Chen and Wang, 2016). The ambitions and the goals between the different departments also vary, because of the various attitudes and the behaviours that ultimately drive towards the goals of the company; there is a compulsory requirement of the integration between the various sectors and departments so as to meet the strategies of the corporate. The Pluto Telecommunication comes under the technology industry, the main external and environment would be yet another area that shall be influencing the structure of the organization. While operating in these areas and the environments, there lies a continuous change in the process technologies and the product markets that brings a sense of proper uncertainty. Refer the studies and saying of the Emery and the Trist's, there lies main 4 kinds of the environments, the Pluto Telecommunications shall get fit into 2 of such categories, first of all, the 'Disturbed or the reactive' category also it is much more so into the category called as the 'Turbulent field'. It is categorized as the rapid moving kind of the technological uncertain environment at where the companies are required to be the most evolving in order to get the constant and continuous growth. In the year 1965, Emery, F. E. states that the major complexity refers the study of the organizational alteration is the environmen tal contexts where at the organizations exist do chance automatically, at a much speedy rate, and in the direction of the enhancing complexity. Stalker and Burns have further explored the various effects of the environmental uncertainty that results into both the Organic Structure and the Mechanistic Structure (Fuchs and Edwards, 2011). This Organic structure shall be the most appropriate and effective structure in order to deal with the activities of the Pluto Telecommunication because of the dynamic and the environment which is uncertain. The most famous and the common theme unifying the tasks of the Lawrence and Lorsch (1967), Barnard (1938),and the Duncan (1972) has and was through the measurement of the uncertainty refer the scarcity of the information available, the tenure required to get the definitive outcome feedback and also the uncertainty of the casual connections refer the process of the workflow, a big flaw that is most certainly noticed within the pluto's department of the Telecommunications. A factor which is contributing to the various levels of the internal differentiation in and around the departments are the main attitudes which lies within the concerned departments, such as, the arrogant manner and the self-confidentof the team of sales with their thinking of the individualism and elitism, whilst the staff which is dealing in the field of marketing, who are not able to work as proper teams, basically lack the urgency sense that is felt by the the department of sales. It is further carefully supported with some attractive bonus schemes that are run within the departments, that are determined refer the overall profits of the performance of the company in the market (Gashi, 2013). The culture of the leadership which has been developed and created by the top management, refer the case of the Pluto Telecommunications, it is considered as one of the completing tasks and not the relationships building up with the staff or even at times an appropriate combination of both of them (Malinowski, 2012). The leadership styles at the time also do vary with some certain style that suited to the various situations, conditions or environments than in comparison to others. Refer the Fred Fiedler's leadership model of contingency, which was made in the mid of the year 1960's, advance the personality study and the leader's characteristics. It has been used in order to witness that there exists no better style of the leadership as the leader's effectiveness has been dependent and based on the real or the actual situation (Minervini, 2014). These results in to the factors, which are the 'situational favorableness' and the 'leadership style'. Fiedler had a belief that the 'leaders hip style' is the fixed ones, as these can be accounted by taking into use theLPC which stands for the Least-Preferred Co-Worker scale. Suck kinds of the model also show that the task-oriented leaders shall view their Least-Preferred Co-Worker more negatively, as the call them as the Low-LPC leaders. A Low-Least-Preferred Co-Worker leader can be explained as much more effective one so as to ensure the effective completion oftasks. At the time of determining of the 'situational favorableness' refer a certain situation, in such a situation, 3 main factors are compulsory to determine, task structure, leader-member relations, and the leader's position power. The LMR which stands for the Leader-member relations basically means to the point of the level of trust plus the confidence which lies between a person and his team. The TSE which stands for the Task structure effectively means to the tasks a person does, and at last the Leader's Position Power refers to the appropriate power one have over his staff or the controlling power of the teams at the time of punishing or rewarding any of the team members (Pollack, 2015). At the time of taking the above-referred points into consideration plus applying them to the top management refer the Pluto Telecommunications, one can notice that the '(LMR) ie the Leader-Member Relations' is much poorer, to the ''Leaders Position Power' strong and the Task Structure' high (Strongman, 2013). This is also a noticed fact that the culture of all of the departments does differ much with their interests, commitment, drive and also the facts which motivate them, and also they must for sure influence the various leadership methods and styles. Such various leadership styles are one of the major barriers that prevent the department from any kind of cohesive work and at the end achieve the targetted goals of the organisation (Toga, Khayundi and Mjoli, 2014). The Customer services sectors or the department have very firm, strong hierarchal layout. Though the performance bonuses are well driven refer the achievement vis a vis, annual service targets which are at all of the times carefully monitored daily, the norm has always been then not at all focusing at the missed targets, and then taking appropriate actions, such as reducing or even not at all disbursement of nil performance bonuses at the end of the year. Thus the employee who is not concentrating on the targets and thus do not work for the fulfilment of the targets do not get any kind of benefits which provided by the organisations. The employee who performs well get good rewards and on the other hand, those who are unfocused and are unable to achieve the targets get no benefit at all, it may also impact their promotion criteria in the organisation and sometimes they even lose their jobs as well. Recommendations: At times, there is also a lack of proper communication which lies between the departments, which are in the real sense required to work in an coordination manner and for the single achievement of the companies goals. Frequent companies meetings should be done so as to solve any kind of misunderstandings arising in the company members who may hurt the workings of the day to day projects of the company (Wolf and Hanisch, 2014). The second could be the policies and the procedures approach. Each and every employee should be sensitized to work with full zeal and for the fulfillment of his individual targets, as has been provided by the company; this shall result into the fulfilment of the main aim of customer satisfaction as well. Conclusion: The culture has been explained by so many of the authors as which is required to relate to the people and also the unique quality plus the style of the organization, the manner we do all things which are present around here, and also the expressive plus the non-rational qualities refer a company. Thus there is a requirement to be a much better and strong integration that may lie between all of the departments. Alternatives. There exists so many of the approaches, thinkings for the complexities which are faced by the Pluto Telecommunications. First of all, one can have a much-focussed view at the leadership style plus the participative and the leadership approach. In the year 1998, Hennessey suggested that the capability and the ability to work and also understand the ability to perform within a culture is a prerequisite refer the leadership effectiveness. An initial point shall definitely be to focus on the strategies which are formulated by the company as a whole and in no circumstances by the acts within the single or the individual departments (Ugwu, 2009). The understanding at the department level is required to be very precise and clear and is well understandable to each and every employee of an organisation. References Adikaram, A. (2016). Giving Knowledge Workers a Voice through Joint Consultative Councils.South Asian Journal of Human Resources Management. Akinbode, G. (2011). Demographic and dispositional characteristics as predictors of organisational citizenship behaviour.IFE PsychologIA, 19(1). Bessick, J. and Naicker, V. (2013). 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