Ch8 ORG designs diagrams.docx

13087351831340003366135183134000130873518313400037090351374140005423535-226060005423535-22606000473773523114000-177165345440Arrangement of roles and reporting relationships that govern worker behaviour. 1) Divides up work in the organization (centralization and decentralization) and 2) provision of coordination and control 00Arrangement of roles and reporting relationships that govern worker behaviour. 1) Divides up work in the organization (centralization and decentralization) and 2) provision of coordination and control 2800352540Organizational Structure 00Organizational Structure 2566035345440This is what the company looks like. It has to do with the arrangement of the organization (under departmentalization - different designs) but also includes division of labour, and allocation of authority 00This is what the company looks like. It has to do with the arrangement of the organization (under departmentalization - different designs) but also includes division of labour, and allocation of authority 30232352540Organizational Design 00Organizational Design 11138535-2260600010109835-454660Departmentalization Span of control 00Departmentalization Span of control 1657352288540Mehanistic Design Organistic Design High division of labour Low delegation of authority Departments with great uniformity of work activity Narrow spans of control Mechanistic because it is like a machine very proceduralized (Do and Do Nots). It is contained. Less job specialization High delegation of authority Low uniformity amongst work unit employees Wide spans of control for mgrs In addition: Few work rules Interpersonal/informal coordination Empowered for planning and work schedules Organistic because it is not contained. Employees in such units are expected to grow. Similar to system 1 vs system 4 control in Module 5 2 00Mehanistic Design Organistic Design High division of labour Low delegation of authority Departments with great uniformity of work activity Narrow spans of control Mechanistic because it is like a machine very proceduralized (Do and Do Nots). It is contained. Less job specialization High delegation of authority Low uniformity amongst work unit employees Wide spans of control for mgrs In addition: Few work rules Interpersonal/informal coordination Empowered for planning and work schedules Organistic because it is not contained. Employees in such units are expected to grow. Similar to system 1 vs system 4 control in Module 5 2 2404110-1117601 001 98812352540007252335-4546603 Four Key Design Issues 003 Four Key Design Issues 69094352540008509635-111760005537835116840Delegation of Authority Management decision pertaining to transfer of work activities/goals to employees (giving a piece of the job) Necessary aspect of superior /subordinate relations, it is the process by which authority is distributed downwards in the org When done broadly across org, transfers into employee empowerment Simple structures with high delegation make up many of the most effectively managed companies 4 Five Principles of Delegation Benefits: Development of competitive work climates Increased employee creativity Lowered costs through smaller staffs Employee role in DM Rapid employee skill /mgmt development Intrinsic reward for employees Authority must accompany responsibility All decisions should be delegated to lowest possible level Practice management by exception (fire & forget unless necessary) ensure employee understanding is complete (they know what and how) 00Delegation of Authority Management decision pertaining to transfer of work activities/goals to employees (giving a piece of the job) Necessary aspect of superior /subordinate relations, it is the process by which authority is distributed downwards in the org When done broadly across org, transfers into employee empowerment Simple structures with high delegation make up many of the most effectively managed companies 4 Five Principles of Delegation Benefits: Development of competitive work climates Increased employee creativity Lowered costs through smaller staffs Employee role in DM Rapid employee skill /mgmt development Intrinsic reward for employees Authority must accompany responsibility All decisions should be delegated to lowest possible level Practice management by exception (fire & forget unless necessary) ensure employee understanding is complete (they know what and how) 8623935116840Division of Labour Management decision pertaining to subdivision of work (degree of job specialization in terms of tasks and methods) Can create economies of scale through task specialization. Employees develop expertise through repetition. Above is primary source of increasing marginal productivity of task units Technological advances (comm. & control) overcome coordination problems as work unit size increases Two Aspects: Type of work performed (research scientist, computer programmer) Work method or process (accounting, production, marketing) 00Division of Labour Management decision pertaining to subdivision of work (degree of job specialization in terms of tasks and methods) Can create economies of scale through task specialization. Employees develop expertise through repetition. Above is primary source of increasing marginal productivity of task units Technological advances (comm. & control) overcome coordination problems as work unit size increases Two Aspects: Type of work performed (research scientist, computer programmer) Work method or process (accounting, production, marketing) 99669602540006947535254000 4737735345440Note: Very large firms may blend all forms in their design. 00Note: Very large firms may blend all forms in their design. 11252835254000-86296525400086239354460240Disadvantages Confusing design, no clear chain of command. The project manager is concerned over project while functional manager is concerned with dept details. Can lead to politics/loss of focus Requires excellent planning, resource allocation Project managers must be very good. May require extensive training May lead to cost overruns (overhire of technical and support staff 00Disadvantages Confusing design, no clear chain of command. The project manager is concerned over project while functional manager is concerned with dept details. Can lead to politics/loss of focus Requires excellent planning, resource allocation Project managers must be very good. May require extensive training May lead to cost overruns (overhire of technical and support staff 86239351031240Complex Projects: Creates a need for a specialized mgmt position - project manager. Employees selected from functional departments to work on a project team. May have one or more project managers, and functional managers. Therefore violates the unity of command principle 00Complex Projects: Creates a need for a specialized mgmt position - project manager. Employees selected from functional departments to work on a project team. May have one or more project managers, and functional managers. Therefore violates the unity of command principle 100907859169400086239352288540Advantages Combines strength of divisional and product designs Blends marketing, mgmt, and technical expertise in project areas Mgr PD in technical and product knowledge who can comm effectively with marketing, production, personnel from other areas Self contained department can attend to product, project, & customer needs Focus on specific products and their development without creating permanent units 00Advantages Combines strength of divisional and product designs Blends marketing, mgmt, and technical expertise in project areas Mgr PD in technical and product knowledge who can comm effectively with marketing, production, personnel from other areas Self contained department can attend to product, project, & customer needs Focus on specific products and their development without creating permanent units 9538335574040Matrix 00Matrix 1009078545974000782383545974000896683545974000553783514884400059950354803140Disadvantages Duplication of effort at divisions Finding/trg division heads difficult Division 'joint ventures' difficult due to disagreement (mindset like independent companies) When product divisions multiple in the firm, severe coordination and communications problems can arise 00Disadvantages Duplication of effort at divisions Finding/trg division heads difficult Division 'joint ventures' difficult due to disagreement (mindset like independent companies) When product divisions multiple in the firm, severe coordination and communications problems can arise 59950352974340Advantages Better able to meet customer needs and manage a set of products Management tailored to product Quicker response to product issues Deep understanding of product/mkts Friendly competition to maximize profit Performance measurement easier More DM at division vs HQ level 00Advantages Better able to meet customer needs and manage a set of products Management tailored to product Quicker response to product issues Deep understanding of product/mkts Friendly competition to maximize profit Performance measurement easier More DM at division vs HQ level 59950352059940What we make (product or service). Computer production & field service. Adopted by companies with diverse product lines 00What we make (product or service). Computer production & field service. Adopted by companies with diverse product lines 723328514884400066808351602740Product 00Product 724281019456400012325352174240005537835137414000370903511455400043948359169405 Four Forms of Departmentalism (organizational Design) 005 Four Forms of Departmentalism (organizational Design) 31375355260340Disadvantages Duplication of effort in departments serving different regions Managers must be cross functional, able to deal with production, marketing, etc 00Disadvantages Duplication of effort in departments serving different regions Managers must be cross functional, able to deal with production, marketing, etc 31375352860040Where we are. Single manager control activities within region 00Where we are. Single manager control activities within region 431863526314400038233352288540Territorial 00Territorial -1771652860040What we do. (sales, prod, PR, Q&A) 00What we do. (sales, prod, PR, Q&A) 4232910217424000-1771655031740Disadvantages Overspecialization leads to narrow view within departments Limited Manager Development (functional area) Reliant on good coord between departs Employees ID with departments > firm Managers lack strategic view CEO may be overburdened 00Disadvantages Overspecialization leads to narrow view within departments Limited Manager Development (functional area) Reliant on good coord between departs Employees ID with departments > firm Managers lack strategic view CEO may be overburdened -1771653545840Advantages Logical reflection of firms functions Based on specialization which is efficient Common language within divisions Minimal duplication of effort Training simplified Tight control & Chain of Command reinforced 00Advantages Logical reflection of firms functions Based on specialization which is efficient Common language within divisions Minimal duplication of effort Training simplified Tight control & Chain of Command reinforced 123253521742400012325352631440007372352288540Functional 00Functional 31375353660140Advantages Work tailored to region and customs Good training for managers as assigned to new areas Good career development (field ops to HQ) Work units that are highly responsive to customer needs 00Advantages Work tailored to region and customs Good training for managers as assigned to new areas Good career development (field ops to HQ) Work units that are highly responsive to customer needs 1594485254000158496057404000280035916940Defn: How work activities are grouped together Logical grouping of work activities to create divisions, branches, units etc within company Different from Division of Labour in that this determines how the company is "chunked", whereas Division of Labour determines how specialized jobs are within those chunks. 00Defn: How work activities are grouped together Logical grouping of work activities to create divisions, branches, units etc within company Different from Division of Labour in that this determines how the company is "chunked", whereas Division of Labour determines how specialized jobs are within those chunks. 737235231140Departmentalization 00Departmentalization 9538335-226060Span of Control 00Span of Control 7023735-911860004394835254000-862965254000-4057651145540Example Matrix Organization CEO Medical Products Division Defence Products Division Industrial Products Division Production Manager Production Employees Marketing Employees Engineering Employees Engineering Manager Marketing Manager Production Employees Marketing Employees Engineering Employees NDT Project Manager BMI Project Manager Project mgr must be familiar with production, mkting and engineering Employees may be confused due to more than one boss Advantage of functional and product type designs 00Example Matrix Organization CEO Medical Products Division Defence Products Division Industrial Products Division Production Manager Production Employees Marketing Employees Engineering Employees Engineering Manager Marketing Manager Production Employees Marketing Employees Engineering Employees NDT Project Manager BMI Project Manager Project mgr must be familiar with production, mkting and engineering Employees may be confused due to more than one boss Advantage of functional and product type designs 976693546888400079381353888740 Shareholder demands for higher returns Increasing global true low cost competition Repeat buyers demanding high quality products/service Technological advances allowing it to take place 00 Shareholder demands for higher returns Increasing global true low cost competition Repeat buyers demanding high quality products/service Technological advances allowing it to take place -6248401259840Note: Employees begin to experience confusion about work expectations and performance if span too wide 00Note: Employees begin to experience confusion about work expectations and performance if span too wide 48520355260340 Accommodates change/rapid growth High project, product awareness High task focus & control over time, money and human resources Customers know who does what and personnel have higher response to customer needs Con-current tasks can be coordinated across functional departments 00 Accommodates change/rapid growth High project, product awareness High task focus & control over time, money and human resources Customers know who does what and personnel have higher response to customer needs Con-current tasks can be coordinated across functional departments 79381355260340 Innovation often restricted to projects Difficult to allocate pooled resources (computer analysis) Coord problems in joint functions such as purchasing Deterioration of broad mgr skills /potential for loss of technically skilled employees Jurisdiction/priority disputes Possible neglect of high level coordination to ensure organizational effectiveness 00 Innovation often restricted to projects Difficult to allocate pooled resources (computer analysis) Coord problems in joint functions such as purchasing Deterioration of broad mgr skills /potential for loss of technically skilled employees Jurisdiction/priority disputes Possible neglect of high level coordination to ensure organizational effectiveness 47377355060315 00 1079563553746400072523355260340+ 00+ 473773548031407 Strength/Weakness of Decentralization 007 Strength/Weakness of Decentralization 976693536601400080524353660140Why? 00Why? 87382352174240 Process of pushing authority down the hierarchy Decisions made as close to problem as poss. Contemporary thought favours this approach Outsourcing is ultimate end point of process (OS like a strategic alliance when supplier has comp advantage firm cannot match) Goes against mgr instincts seeking more control, but benefits often outweigh costs 00 Process of pushing authority down the hierarchy Decisions made as close to problem as poss. Contemporary thought favours this approach Outsourcing is ultimate end point of process (OS like a strategic alliance when supplier has comp advantage firm cannot match) Goes against mgr instincts seeking more control, but benefits often outweigh costs 73666352174240Some companies combine the two: Decentralize - products, services, markets. Centralize - HR, finance, IS, purchasing etc. 00Some companies combine the two: Decentralize - products, services, markets. Centralize - HR, finance, IS, purchasing etc. 50806352174240 The retention of authority to make decisions by top mgmt Employees follow uniform procedures and policies formulated/enforced by higher mgmt Requires higher number of managers/ administrators due to admin and policing (control comes at a price - higher costs) High formalization exhibited - this tends to decrease job satisfaction (Especially for those employees dealing with customers/suppliers who would like more control) Proceduralization - Standardization exhibited 00 The retention of authority to make decisions by top mgmt Employees follow uniform procedures and policies formulated/enforced by higher mgmt Requires higher number of managers/ administrators due to admin and policing (control comes at a price - higher costs) High formalization exhibited - this tends to decrease job satisfaction (Especially for those employees dealing with customers/suppliers who would like more control) Proceduralization - Standardization exhibited 1010983519456400095383351602740De-centralization 00De-centralization 928433517805400050806351602740Centralization 00Centralization 56521351945640006299835178054000790003513741400082048351145540007886700137414000652843516027406 Centralization/Decentralization 006 Centralization/Decentralization 5652135231140 Structure results from decisions regarding Division of labour, Delegation, Departmentalism & Span of control. Has a significant effect on company performance, employee behaviour, and job satisfaction Two basic components (centralization/decentralization & Coordination) 00 Structure results from decisions regarding Division of labour, Delegation, Departmentalism & Span of control. Has a significant effect on company performance, employee behaviour, and job satisfaction Two basic components (centralization/decentralization & Coordination) 5194935-111760Decisions regarding these 4 Components lead to this. 00Decisions regarding these 4 Components lead to this. 7201535-340360Organizational Structure 00Organizational Structure 81921352540005080635-226060005080635-226060004852035688340004166235-45466000 -567690-111760Span of control 3 (cont'd) Number of employees who report to a single manager Influenced by the number and intensity of interpersonal relationships between superior and subordinate. Legal firm vs production line for example. Communications and computer technology has allowed spans to become bigger (ex. email) Three Factors Affecting: 2 Degree of Specialization Managers lower in the chain may have wider span if oversee many doing similar tasks. Higher managers oversee people doing highly specialized jobs. Therefore span of control tends to narrow further up the hierarchy. 1 Required Contact Self directed teams need flexible coordination and face to face contact. Some work will require more contact than others. 3 Ability to Communicate Managers who can communicate clearly and concisely can manage a wider span. Increased by technology. Geography no longer a barrier. 00Span of control 3 (cont'd) Number of employees who report to a single manager Influenced by the number and intensity of interpersonal relationships between superior and subordinate. Legal firm vs production line for example. Communications and computer technology has allowed spans to become bigger (ex. email) Three Factors Affecting: 2 Degree of Specialization Managers lower in the chain may have wider span if oversee many doing similar tasks. Higher managers oversee people doing highly specialized jobs. Therefore span of control tends to narrow further up the hierarchy. 1 Required Contact Self directed teams need flexible coordination and face to face contact. Some work will require more contact than others. 3 Ability to Communicate Managers who can communicate clearly and concisely can manage a wider span. Increased by technology. Geography no longer a barrier. -862965254000 61264805669280Control 00Control 5486400603504000548640029260800043891202926080004572003566160Control. Moves process towards goal. Work stds (plans), evaluates progress to plans, interventions. H V Coordination between units and management Work Unit Work Unit Work Unit Mgmt Unit Mgmt Unit Work Unit Work Unit 00Control. Moves process towards goal. Work stds (plans), evaluates progress to plans, interventions. H V Coordination between units and management Work Unit Work Unit Work Unit Mgmt Unit Mgmt Unit Work Unit Work Unit 64008003291840Strengthens the link between work units to decrease uncertainty. If this is working well, fewer problems sent up the chain. Direct Contact. Simple, least costly method. Basically managers of work units talking to each other. DM is down to level of workflow integration reducing pressure on the hierarchy. Use is a direct function of amount of interdepartmental work experience of mgrs. Decay over time due to mgrs leaving px. (like us with SETS) Liaison Roles. Formally establish a px for someone to ‘coordiante’. This boundary spanning manager would require good political skills. Cross Functional Teams. If twoabove do not work, dedicate team, made up of people from affected departments, to deal with issues. Permanent Teams. Idea of service line managers that meet to discuss issues. 00Strengthens the link between work units to decrease uncertainty. If this is working well, fewer problems sent up the chain. Direct Contact. Simple, least costly method. Basically managers of work units talking to each other. DM is down to level of workflow integration reducing pressure on the hierarchy. Use is a direct function of amount of interdepartmental work experience of mgrs. Decay over time due to mgrs leaving px. (like us with SETS) Liaison Roles. Formally establish a px for someone to ‘coordiante’. This boundary spanning manager would require good political skills. Cross Functional Teams. If twoabove do not work, dedicate team, made up of people from affected departments, to deal with issues. Permanent Teams. Idea of service line managers that meet to discuss issues. 48463201828800Coordination 00Coordination 60350403017520008961120-36576000896112031089600081381602834640Horizontal Coordination 00Horizontal Coordination 60350402103120006035040-548640006035040-5486400051206401005840006400800-182880Strengthens the link between levels to decrease uncertainty. Teams/Task forces. More group DM thru Task Forces composed of people from different subunits attack problems that span hierarchical levels. Variation of above is Collateral Org – parallel org dedicated to performance improvement and not burdened with normal admin stuff. Can focus on leadership in change rather than mgmt and status quo. Direct Supervision. Costly, not ver effective. Basically rules and regs. Work process standardization. Work is so routine little direct supervision necessary. Workers do not have to interact. Harder to implement self directed teams since hard to think outside the box when your nailed in it. Standardization of outputs. Direct supervision is minimal and process not standardized, this can do the job instead. Results determine process. Performance Appraisal. Not often recognized as a vertical coord tool. Goal setting, feedback, communications assist in coord (PDR) MIS. Knowledge is power. Mgmt knowledge is Mgmt power. 00Strengthens the link between levels to decrease uncertainty. Teams/Task forces. More group DM thru Task Forces composed of people from different subunits attack problems that span hierarchical levels. Variation of above is Collateral Org – parallel org dedicated to performance improvement and not burdened with normal admin stuff. Can focus on leadership in change rather than mgmt and status quo. Direct Supervision. Costly, not ver effective. Basically rules and regs. Work process standardization. Work is so routine little direct supervision necessary. Workers do not have to interact. Harder to implement self directed teams since hard to think outside the box when your nailed in it. Standardization of outputs. Direct supervision is minimal and process not standardized, this can do the job instead. Results determine process. Performance Appraisal. Not often recognized as a vertical coord tool. Goal setting, feedback, communications assist in coord (PDR) MIS. Knowledge is power. Mgmt knowledge is Mgmt power. 8229600-640080Vertical Coordination 00Vertical Coordination 44805602103120Information processing ability must be developed in both vertical and horizontal dimensions 00Information processing ability must be developed in both vertical and horizontal dimensions 566928010058409 009 43891201920240002286000155448000-548640-640080How much coordination? (Lawrence & Lorsch) Dependent on amount of information that must be processed during task execution. The firm’s environment determines information load. Direct correlation between environmental turbulence and need for coordination. If tasks clear then low information processing requirement, if uncertain tasks then higher need for coord. Generally firms operating in ‘stable’ environments were more centralized, and had greater standardization and formalization. Higher loads will require sophisticated means (computers, email,) 00How much coordination? (Lawrence & Lorsch) Dependent on amount of information that must be processed during task execution. The firm’s environment determines information load. Direct correlation between environmental turbulence and need for coordination. If tasks clear then low information processing requirement, if uncertain tasks then higher need for coord. Generally firms operating in ‘stable’ environments were more centralized, and had greater standardization and formalization. Higher loads will require sophisticated means (computers, email,) 914401645920Rules and regulations not enough to ensure coordination and goal accomplishment. Managers must exercise Coordination & Control. Coordination: set of mechanisms used to link the actions of subunits to achieve a pattern of desired outcomes. Purpose is to reduce uncertainty for employees and subunits about what they are supposed to do. Control: Control is the set of mechanisms used to keep action and outcomes within prescribed limits. (work standards, evaluation, interventions) 00Rules and regulations not enough to ensure coordination and goal accomplishment. Managers must exercise Coordination & Control. Coordination: set of mechanisms used to link the actions of subunits to achieve a pattern of desired outcomes. Purpose is to reduce uncertainty for employees and subunits about what they are supposed to do. Control: Control is the set of mechanisms used to keep action and outcomes within prescribed limits. (work standards, evaluation, interventions) 85153511931658 Coordination & Control 008 Coordination & Control -914400137414000 5577840-960120MBO steps: Members of work unit establish goals and plans for achieving them (analyze/plan) Discussion of work unit goals to ensure everyone understands them Employees in work unit establish their own action plans to achieve their goals. Mgr meets one on one to ensure goals are SMART Boss/worker establish criteria for determining success Superior conducts formal and informal feedback concerning individual and group goals Note: The system is documented with all goals set down on paper. Goals are cascaded down the hierarchy, they become more specific and quantified at lower levels. MBO most common form of results oriented control. Captializes of impt motivational aspects of specifying outcomes. 00MBO steps: Members of work unit establish goals and plans for achieving them (analyze/plan) Discussion of work unit goals to ensure everyone understands them Employees in work unit establish their own action plans to achieve their goals. Mgr meets one on one to ensure goals are SMART Boss/worker establish criteria for determining success Superior conducts formal and informal feedback concerning individual and group goals Note: The system is documented with all goals set down on paper. Goals are cascaded down the hierarchy, they become more specific and quantified at lower levels. MBO most common form of results oriented control. Captializes of impt motivational aspects of specifying outcomes. -182880324612010 0010 90525601783080006400802971800Process 00Process 1828802148840Results 00Results 9144021488400064008029718000053035203154680Organizational structure v.s organizational design Mechanistic and organistic designs Design issues of division of labour, delegation of authority, departmentalism, span of control Effective delegation of authority Four basic organizational designs Rationale for centralizing/decentralizing Cost benefit of decentralization Organizational coordination vs control Methods for improved horizontal/vertical coordination Process oriented/results oriented control systems Why elimination of manufacturing approach in customer service requires strengthened employee commitment Why service quality improvements require building organizational structure and processes to support service delivery Assess whether service quality is a major component of competitive advantage Why service quality training is an investment How excellent service needs trained empowered employees How service driven competitive advantage is based on performance related intrinsic/extrinsic rewards Shift of management role from control to support in service driven firms How outsourcing can backfire if service deemed inadequate Why raising quality service is more time consuming than downsizing but pays bigger competitive advantage dividends 00Organizational structure v.s organizational design Mechanistic and organistic designs Design issues of division of labour, delegation of authority, departmentalism, span of control Effective delegation of authority Four basic organizational designs Rationale for centralizing/decentralizing Cost benefit of decentralization Organizational coordination vs control Methods for improved horizontal/vertical coordination Process oriented/results oriented control systems Why elimination of manufacturing approach in customer service requires strengthened employee commitment Why service quality improvements require building organizational structure and processes to support service delivery Assess whether service quality is a major component of competitive advantage Why service quality training is an investment How excellent service needs trained empowered employees How service driven competitive advantage is based on performance related intrinsic/extrinsic rewards Shift of management role from control to support in service driven firms How outsourcing can backfire if service deemed inadequate Why raising quality service is more time consuming than downsizing but pays bigger competitive advantage dividends 9144000777240Over-emphasis on goal setting can produce problems (Negatives): Tunnel vision about results may lead to inadequate attn to process Could degenerate into a paper chase (red tape). More likely when connected to external process control Superiors fall into a punishment or reward (do or die) mentality Collaboration suffers if workers have too many goals or are worried about accomplishing specific ones MBO can be more effective if connected with product/service quality standards 00Over-emphasis on goal setting can produce problems (Negatives): Tunnel vision about results may lead to inadequate attn to process Could degenerate into a paper chase (red tape). More likely when connected to external process control Superiors fall into a punishment or reward (do or die) mentality Collaboration suffers if workers have too many goals or are worried about accomplishing specific ones MBO can be more effective if connected with product/service quality standards 7406640594360005577840777240Coordinating characteristics (MBO relies on): Superior subordinate meetings to: Establish goals Periodically review activities and results Resolve conflicts and take corrective action Three critical properties Knowledge of what is expected (the plan) Knowledge of results (feedback) Function of superior. This must clearly be to provide work (not personality) based feedback Note: Besides focusing on output control, MBO shapes firm culture through emphasis on value of goal setting, maintenance of high standards, and long term results (and not taking shortcuts) 00Coordinating characteristics (MBO relies on): Superior subordinate meetings to: Establish goals Periodically review activities and results Resolve conflicts and take corrective action Three critical properties Knowledge of what is expected (the plan) Knowledge of results (feedback) Function of superior. This must clearly be to provide work (not personality) based feedback Note: Besides focusing on output control, MBO shapes firm culture through emphasis on value of goal setting, maintenance of high standards, and long term results (and not taking shortcuts) 521208013716000321183013779505. Reach mutual agreement about program (goals, work methods, measurement) 005. Reach mutual agreement about program (goals, work methods, measurement) 36576007905754. Articulate Goal (SMART) (difficulty, clarity, number, feedback) 004. Articulate Goal (SMART) (difficulty, clarity, number, feedback) 31343602025653. Define the employees jobs (methods, content, authority, responsibility) 003. Define the employees jobs (methods, content, authority, responsibility) 15074902025652. Jointly plan goals, service outcomes, strategy, communications and training 002. Jointly plan goals, service outcomes, strategy, communications and training -1193802025651. Information gathering & analysis by manager and worker/team 001. Information gathering & analysis by manager and worker/team 1197610163957000297942016395700045288201639570004683760131254500445135046355000468376046355000282448046355000119761046355000-11938013779507. Formal review of goals and rewards to be obtained 007. Formal review of goals and rewards to be obtained 143002013779506. Informal review (goal achievement, methods, probable rewards) Ammend goals and methods if nec 006. Informal review (goal achievement, methods, probable rewards) Ammend goals and methods if nec -274320137160 00 -196850920750Analyze: Plan: Define: Articulate: Agree: Informal: Formal 00Analyze: Plan: Define: Articulate: Agree: Informal: Formal 1554480-137160MBO Cycle form Module 4 00MBO Cycle form Module 4 -640080288036000-4572002788920Control 00Control -274320-960120Results Control Example is MBO used to gain output control in firm. MBO has mgrs set SMART goals, monitor progress towards them, and receive rewaqrds based on results. Focus is on results in that mgrs can pick their own methods for reaching defined targets 00Results Control Example is MBO used to gain output control in firm. MBO has mgrs set SMART goals, monitor progress towards them, and receive rewaqrds based on results. Focus is on results in that mgrs can pick their own methods for reaching defined targets 11887202148840Process control “Standardization of task performance” Mgrs see it as means of achieving efficiency, workers view it is unnecessary formalization Can be internal (self imposed by self directed teams) or external (imposed by management) Benefits of internal: Meaningful work standards Effective performance measurement Specification of worker T & D needs Clear team basis for performance/merit based reward distribution Linking of workers to customers Sound basis for corrective action External can be very counter productive (only useable in stable environments. Problems with external: Lack of patience. Most solutions found at worker level, if mgr imposed, workers become impatient Across board cuts. EPC may lead to poor cost containment Ambiguity. Reports generated become focus rather than results. Reports do not mean anything. Vague expectations. May be so focused on the process that the goal is ignored Panic. Happens when these controls seem to come out of nowhere, worker react accordingly Escalating Standards. Managers may raise process standards without providing support 00Process control “Standardization of task performance” Mgrs see it as means of achieving efficiency, workers view it is unnecessary formalization Can be internal (self imposed by self directed teams) or external (imposed by management) Benefits of internal: Meaningful work standards Effective performance measurement Specification of worker T & D needs Clear team basis for performance/merit based reward distribution Linking of workers to customers Sound basis for corrective action External can be very counter productive (only useable in stable environments. Problems with external: Lack of patience. Most solutions found at worker level, if mgr imposed, workers become impatient Across board cuts. EPC may lead to poor cost containment Ambiguity. Reports generated become focus rather than results. Reports do not mean anything. Vague expectations. May be so focused on the process that the goal is ignored Panic. Happens when these controls seem to come out of nowhere, worker react accordingly Escalating Standards. Managers may raise process standards without providing support -640080-96012000 7709535-777240Boundaryless Organization Rigid hierarchies with strong vertical division lines creates walls between departments. Worse when coupled with product division (if they do need to talk to each other) 00Boundaryless Organization Rigid hierarchies with strong vertical division lines creates walls between departments. Worse when coupled with product division (if they do need to talk to each other) 43948354460240Responsive orgs are customer driven and delayered. Coord achieved through tech-based communications. Emphasis on revenue growth, cost containment secondary. 00Responsive orgs are customer driven and delayered. Coord achieved through tech-based communications. Emphasis on revenue growth, cost containment secondary. -5486402788920***Note: Emergent designs for highly competitive firms is no longer functional, product, territorial or matrix. But rather delayered, technologically sophisticated, and highly customer oriented. 00***Note: Emergent designs for highly competitive firms is no longer functional, product, territorial or matrix. But rather delayered, technologically sophisticated, and highly customer oriented. 420624050749200042976805166360Firms that adapt this way put more emphasis on functions of business (new product development, sales/warranty fulfillment, product quality, customer service) as oopposed to the functions of an organization (payroll, marketing, production, finance, HR,). New way reflects more our end objectives and allows us the keep our eye on the ball. 00Firms that adapt this way put more emphasis on functions of business (new product development, sales/warranty fulfillment, product quality, customer service) as oopposed to the functions of an organization (payroll, marketing, production, finance, HR,). New way reflects more our end objectives and allows us the keep our eye on the ball. 43891201325880Simplify and Delayer: Get lean: reassign supporting staff, put them where the rubber meets the road, at work units not at HQ (Walmart 358 000 but 450 in HQ) Widen spans of control: spans of 100-200 employee are common Stop micro managing: empower the work force, let them deal with customers and if necessary adapt co policy ‘on the spot’. Team based work systems: due to smaller HQ teams will be self governing: Recruiting, hiring, performance evaluation, termination Budgeting Capital acquisition projects Quality control, problem solving Developing numerical stds for productivity and quality Suggesting new products and prototype dev Working with other teams from sales, marketing, prod development 00Simplify and Delayer: Get lean: reassign supporting staff, put them where the rubber meets the road, at work units not at HQ (Walmart 358 000 but 450 in HQ) Widen spans of control: spans of 100-200 employee are common Stop micro managing: empower the work force, let them deal with customers and if necessary adapt co policy ‘on the spot’. Team based work systems: due to smaller HQ teams will be self governing: Recruiting, hiring, performance evaluation, termination Budgeting Capital acquisition projects Quality control, problem solving Developing numerical stds for productivity and quality Suggesting new products and prototype dev Working with other teams from sales, marketing, prod development 6035040-320040004663440594360Product division structures, matrix designs, vertical/horizontal coordination mechanisms are some tools to help. In addition companies can: 00Product division structures, matrix designs, vertical/horizontal coordination mechanisms are some tools to help. In addition companies can: 4663440-228600Tom Peters – success is directly proportional to the knowledge a corporation can bring to bear, how fast it can bring it to bear, and the rate at which it accumulates knowledge. 00Tom Peters – success is directly proportional to the knowledge a corporation can bring to bear, how fast it can bring it to bear, and the rate at which it accumulates knowledge. -5486403246120Horizontal firm relies less on traditional departments with functional expertise. Instead functional experts are dispersed amongst work teams that perform core processes. Benefits: Reduced cycle time. Documents pass through less layers. Downsizing only temporary (cost reduction), this is better since it represents an productivity increase. 00Horizontal firm relies less on traditional departments with functional expertise. Instead functional experts are dispersed amongst work teams that perform core processes. Benefits: Reduced cycle time. Documents pass through less layers. Downsizing only temporary (cost reduction), this is better since it represents an productivity increase. 1828802697480001828804434840 ID Strategic Objectives Analyze benefits Eliminate unnec tasks Organize on processes Define nec processes Determine ‘ownership’ Create teams Set POs fo each process Cut unnec staff Empower employees Trg, PER, pay etc to support Creating a Horizontal Design 00 ID Strategic Objectives Analyze benefits Eliminate unnec tasks Organize on processes Define nec processes Determine ‘ownership’ Create teams Set POs fo each process Cut unnec staff Empower employees Trg, PER, pay etc to support Creating a Horizontal Design 044348400078638401234440Boundaryless org: use of self directed teams (lean corporate staff), wide management spans, comms, customer responsiveness, outsourcing, strategic alliances to make boundaries more flexible. Hirschorn & Gilmore argue that altering authority, task, political and identity boundaries will accomplish this. Authority Boundary. Even in self managed team environment the boss/ subordiante relationship exists (issuance of orders). Mgrs must knock down the walls, be open to criticism (even from subordiantes), take workers advice. It is assumed that problem solving ability is dispersed throughout the firm (mgmt does not have a monopoly on brains). Getting rid of this boundary is hard as sometimes a chain of command is necessary. Task boundary. Idea is to take ownership for tasks despite what department may traditionally own it. All for one and one for all approach. Threat is in cost containment. Strategy OK when pursuing long term gains, think of T & D as investment vice expense. Otherwise that department is assisting others needs will be cut back. Political boundary. Inter-department conflict inherent . Use accommodation and conflict resolution to assist. Use performance measurement systems that looks at both internal and external customer satisfaction. (indicators of increase) Use incentives to encourage collaboration. Link rewards to improved customer satisfaction. Identity Boundary. (fighter guys) shared experiences set them apart form everyone else (so they think) – we are different, trust insiders more than outsiders. Us against them. Human nature, just make sure that good comms, common goals etc are in place to deal with it. 00Boundaryless org: use of self directed teams (lean corporate staff), wide management spans, comms, customer responsiveness, outsourcing, strategic alliances to make boundaries more flexible. Hirschorn & Gilmore argue that altering authority, task, political and identity boundaries will accomplish this. Authority Boundary. Even in self managed team environment the boss/ subordiante relationship exists (issuance of orders). Mgrs must knock down the walls, be open to criticism (even from subordiantes), take workers advice. It is assumed that problem solving ability is dispersed throughout the firm (mgmt does not have a monopoly on brains). Getting rid of this boundary is hard as sometimes a chain of command is necessary. Task boundary. Idea is to take ownership for tasks despite what department may traditionally own it. All for one and one for all approach. Threat is in cost containment. Strategy OK when pursuing long term gains, think of T & D as investment vice expense. Otherwise that department is assisting others needs will be cut back. Political boundary. Inter-department conflict inherent . Use accommodation and conflict resolution to assist. Use performance measurement systems that looks at both internal and external customer satisfaction. (indicators of increase) Use incentives to encourage collaboration. Link rewards to improved customer satisfaction. Identity Boundary. (fighter guys) shared experiences set them apart form everyone else (so they think) – we are different, trust insiders more than outsiders. Us against them. Human nature, just make sure that good comms, common goals etc are in place to deal with it. 9509760777240005212080-594360Responsive Organization 00Responsive Organization -640080-777240Inter-organizational Designs Conglomerates Strategic Alliances Holding company Companies have entirely different strategies/operate in diverse industry (unrelated diversification) Japan called Keiretsu and dominate economy (led to problems when cheaper better products avail, but kept buying off each other) Companies: Not related Own each other Do business with each other Very powerful Interest coord issues American and Japanese doing this with European companies to penetrate EU Done to: Economies of scale in production or marketing Fill gaps in technical/mechanical expertise Drawbacks: Require exhaustive coord Deciding what is shared, what is propriety Cultural/language barriers Rising above suspicion/distrust Becoming dependant on another company 00Inter-organizational Designs Conglomerates Strategic Alliances Holding company Companies have entirely different strategies/operate in diverse industry (unrelated diversification) Japan called Keiretsu and dominate economy (led to problems when cheaper better products avail, but kept buying off each other) Companies: Not related Own each other Do business with each other Very powerful Interest coord issues American and Japanese doing this with European companies to penetrate EU Done to: Economies of scale in production or marketing Fill gaps in technical/mechanical expertise Drawbacks: Require exhaustive coord Deciding what is shared, what is propriety Cultural/language barriers Rising above suspicion/distrust Becoming dependant on another company 2451735-683260Organizational Designs and Service Driven Firms 00Organizational Designs and Service Driven Firms 2800353202940Recognize these differences. Idea is to have "one stop programme" where trained personnel can make decisions that are backed up (right or wrong), eliminating need for transferring customers to different people in the company. Why? Because when the customer encounters any aspect of the firm and forms an opinion about that company's quality of service and/or product it is what Albrecht calls a Moment of Truth. 00Recognize these differences. Idea is to have "one stop programme" where trained personnel can make decisions that are backed up (right or wrong), eliminating need for transferring customers to different people in the company. Why? Because when the customer encounters any aspect of the firm and forms an opinion about that company's quality of service and/or product it is what Albrecht calls a Moment of Truth. -291465343154000-291465297434000188023537744400024517355488940Mgrs must support employees who support the customer. 00Mgrs must support employees who support the customer. 24517355031740Directs the attn of people toward priorities of the customer. Reflected in personnel priorities. Becomes a rallying cry like Kehler (Service.People,Profits) 00Directs the attn of people toward priorities of the customer. Reflected in personnel priorities. Becomes a rallying cry like Kehler (Service.People,Profits) 24517354574540Convenience of customer vice convenience of company. Physical facilities, policies, methods, and comm. Process all say "this apparatus is here to meet your needs". 00Convenience of customer vice convenience of company. Physical facilities, policies, methods, and comm. Process all say "this apparatus is here to meet your needs". 51435423164000514355660390005143552127150051435475551500514354231640002800354117340Three factors for CA through service enhancement 00Three factors for CA through service enhancement 3943354574540Customer Friendly Systems. 00Customer Friendly Systems. 3943355031740A Strategy For Service 00A Strategy For Service 3943355488940Customer Oriented Front Line 00Customer Oriented Front Line 82810353202940Inverse relationship between production efficiency ( in marketing) and sales opportunities. In following case only clerical skill required for mail contact, but also limited chance of sales. Other extreme Face-Face customization requires highly skilled diagnostic ability but allows for a relationship to be built. 00Inverse relationship between production efficiency ( in marketing) and sales opportunities. In following case only clerical skill required for mail contact, but also limited chance of sales. Other extreme Face-Face customization requires highly skilled diagnostic ability but allows for a relationship to be built. 9995535423164000850963546888400083191355031740Sales opportunities 00Sales opportunities 111385356384290High 00High 81667354345940High 00High 82810356403340Low 00Low 11138535617474000919543561747400096526356060440Employee Skill Requirements 00Employee Skill Requirements 107956354803140Face/face customizatin 00Face/face customizatin 95383355374640Phoning 00Phoning 87382355946140Mail 00Mail 828103545745400082810354574540 00 45091352517140Lowers/erases profits. Ability to resolve problems on the spot affects decision to repurchase. 95% will rebuy if complaint quickly handled. If takes even a little time -70%. Even a 5% increase in customer retention can raise profit 25-85%. 00Lowers/erases profits. Ability to resolve problems on the spot affects decision to repurchase. 95% will rebuy if complaint quickly handled. If takes even a little time -70%. Even a 5% increase in customer retention can raise profit 25-85%. 45091351717040Erect entry barriers. Good service sets you apart, customers will be reluctant to leave even if it makes sense to do so. Trick is to market this way, if you market cheapest price you're telling customers to pursue that (you may not always be lowest, you're telling em to go. 00Erect entry barriers. Good service sets you apart, customers will be reluctant to leave even if it makes sense to do so. Trick is to market this way, if you market cheapest price you're telling customers to pursue that (you may not always be lowest, you're telling em to go. 4509135916940Global competition means the easy days are over. TQM is no longer the discriminator (everyone is using it). It has become a rule of competition. Go after competitive advantage through more services. 00Global competition means the easy days are over. TQM is no longer the discriminator (everyone is using it). It has become a rule of competition. Go after competitive advantage through more services. 4509135345440Easier and quicker than differentiating products. Rivals copy products, hard and costly to set yourself apart. Search for competitive advantage (CA) by differing services. 00Easier and quicker than differentiating products. Rivals copy products, hard and costly to set yourself apart. Search for competitive advantage (CA) by differing services. 8395335231140Do consider: Needs/expectations of customer as they see them. Where/how customers interact with firm. Do not consider: Standardization of service outputs -goes against differences between product/service. Ie. How can you do this if customer may be co-producer (msg: "we want your business and for you to be involved, as long as we do it our way".) Above assumes adoption of manufacturing paradigm. Fails because cost containment and not customer needs is really driving force. Goods service continuum tells us to consider whether we are pure goods, bundled goods & services or pure service and react accordingly. 00Do consider: Needs/expectations of customer as they see them. Where/how customers interact with firm. Do not consider: Standardization of service outputs -goes against differences between product/service. Ie. How can you do this if customer may be co-producer (msg: "we want your business and for you to be involved, as long as we do it our way".) Above assumes adoption of manufacturing paradigm. Fails because cost containment and not customer needs is really driving force. Goods service continuum tells us to consider whether we are pure goods, bundled goods & services or pure service and react accordingly. 8852535-226060Avoid Manufacturing Efficiency 00Avoid Manufacturing Efficiency 21088351945640001651635194564000-520065574040 Only produced when demanded Delivered unsupervised Provided when/where customer chooses Labour intensive Intangible, harder to measure Often provided in presence of customer who participates in the delivery process Recognition that customers actively involved opens opportunities to cement relationship. Chances of proce war effect diminished in industries where service co-produced with customer. They do not want to establish another relationship either. Emotional aspect. Customer want to trust suppliers. If give them reason to they will come back. 00 Only produced when demanded Delivered unsupervised Provided when/where customer chooses Labour intensive Intangible, harder to measure Often provided in presence of customer who participates in the delivery process Recognition that customers actively involved opens opportunities to cement relationship. Chances of proce war effect diminished in industries where service co-produced with customer. They do not want to establish another relationship either. Emotional aspect. Customer want to trust suppliers. If give them reason to they will come back. -7486652517140 00 31375352517140Customers hate poor service 00Customers hate poor service 3823335231140003137535-111760Why target service? 00Why target service? 31375351717040Strengthen Brand Loyalty 00Strengthen Brand Loyalty 3137535916940Customers demand better quality 00Customers demand better quality 3137535345440Easier and quicker 00Easier and quicker 108013545974000-1771652540Differences Between Service & Products 00Differences Between Service & Products -177165-568960Customer Service 00Customer Service 88525354803140If customers are the starting point to revenue growth, then employees who create and deliver that excellent service must be valued as much as the customers! Train, support, and reward employees that are achieving the aim. 00If customers are the starting point to revenue growth, then employees who create and deliver that excellent service must be valued as much as the customers! Train, support, and reward employees that are achieving the aim. 394335468884014 15 16 17 0014 15 16 17 382333545974012 0012 18802355431790003943355260340Big Picture 00Big Picture 23374354574540 Select employees based on their value for quality service. What you think and believe (about service) is more important than who you are - may lead to diverse workforce. Revise job descriptions to emphasize teamwork, then coach them to do so. Customer is center of effort. Give teams real time data on unit quality, costs, and productivity performance. Decentralize & simplify IS. Adjust incentive systems to pay for performance. Develop appraisal systems that stress service behaviours. Bonus pay adjustment of mgrs pay based on unit performance. Teach team the relationship of service to market share and profit (cause and effect) Move managers to where service is being delivered. Interact with customers and model good service work. Mangers are not 'checking work' they are checking service. 00 Select employees based on their value for quality service. What you think and believe (about service) is more important than who you are - may lead to diverse workforce. Revise job descriptions to emphasize teamwork, then coach them to do so. Customer is center of effort. Give teams real time data on unit quality, costs, and productivity performance. Decentralize & simplify IS. Adjust incentive systems to pay for performance. Develop appraisal systems that stress service behaviours. Bonus pay adjustment of mgrs pay based on unit performance. Teach team the relationship of service to market share and profit (cause and effect) Move managers to where service is being delivered. Interact with customers and model good service work. Mangers are not 'checking work' they are checking service. 83191353202940Do not associate cost cutting moves (voice mail) with sound business practices under this model. Remember the question - what value does this bring to customer service. Maintenance of the aim -1st principle of war. 00Do not associate cost cutting moves (voice mail) with sound business practices under this model. Remember the question - what value does this bring to customer service. Maintenance of the aim -1st principle of war. 988123527838400097669358026400057664358026400057664352311400047377354597402. Organize to improve service. 002. Organize to improve service. 873823524409404. Abandon Manufacturing assumptions. 004. Abandon Manufacturing assumptions. 79381352631440007938135231140005156835-111760003423285-454660Four Organizing Principles of Service Quality 00Four Organizing Principles of Service Quality 97669352311400016516352311400016516352311400040519351031240Occurs in firms that are willing to subordinate control processes to service enhancement and seek employee empowerment. Coordinated effort to support training, resources, and authority for total service quality Customer needs ahead of production efficiency Shift of IS, incentives, trg & dev, career planning, and management trg form bottom line to top line emphasis Putting service first: Service training for employees Delayering IS to measure customer satisfaction Incentives to spur sales to repeat customers Above become investments, big question-How much value in what we are doing will add to customer service? Sustained customer loyalty to the service/product mix erects entry barrier (reduces attractiveness of competitors products and allows higher profit margin, i.e people will pay a premium for good service) 00Occurs in firms that are willing to subordinate control processes to service enhancement and seek employee empowerment. Coordinated effort to support training, resources, and authority for total service quality Customer needs ahead of production efficiency Shift of IS, incentives, trg & dev, career planning, and management trg form bottom line to top line emphasis Putting service first: Service training for employees Delayering IS to measure customer satisfaction Incentives to spur sales to repeat customers Above become investments, big question-How much value in what we are doing will add to customer service? Sustained customer loyalty to the service/product mix erects entry barrier (reduces attractiveness of competitors products and allows higher profit margin, i.e people will pay a premium for good service) 82810351145540Give all employees the authority to make on the spot decisions to meet (or exceed) customer needs. This requires training investment. 00Give all employees the authority to make on the spot decisions to meet (or exceed) customer needs. This requires training investment. 88525354597403. Empower employees 003. Empower employees -4057654597401. Classify firm's services Use the client-customer spectrum below. Idea is to match service strategy to offerings. Some firms find their offerings are actually routine when maybe they should not be. You must provide an adequate level of service and be willing to put $ into training if necessary. Service Spectrum Unique Mixed Routine Types of server interactions Face to face, customization or loose specifications Face to face, tight specifications On site technology Mail contact Client requirement Unique solutions to technical or complex problems Experience based solutions to more routine problems Generic solutions to common problems Example Product liability class action suit Routine driver speeding violation Software completed tax calculation High Extent of employee training in service quality Low 001. Classify firm's services Use the client-customer spectrum below. Idea is to match service strategy to offerings. Some firms find their offerings are actually routine when maybe they should not be. You must provide an adequate level of service and be willing to put $ into training if necessary. Service Spectrum Unique Mixed Routine Types of server interactions Face to face, customization or loose specifications Face to face, tight specifications On site technology Mail contact Client requirement Unique solutions to technical or complex problems Experience based solutions to more routine problems Generic solutions to common problems Example Product liability class action suit Routine driver speeding violation Software completed tax calculation High Extent of employee training in service quality Low 6223635-9118600023374354917440Can take as long as five years. Cultural change through changing incentive programs, employee behaviour, firm values, training. Signs of success: Employees understand desired behaviour Employees trained as they are oriented Measurement of service reaches all aspects of firm Pay component based on measured service excellence Recruiting and hiring reflect excellent service skills Older employees reflect values to new employees Rivals take notice 00Can take as long as five years. Cultural change through changing incentive programs, employee behaviour, firm values, training. Signs of success: Employees understand desired behaviour Employees trained as they are oriented Measurement of service reaches all aspects of firm Pay component based on measured service excellence Recruiting and hiring reflect excellent service skills Older employees reflect values to new employees Rivals take notice 23374352517140"Wall to Wall" employees as valued as customers ( standardizing service mix frustrates employee efforts and may lead to higher turnover). There is a link btw customer satisfaction, employee morale, and service quality training. (At Ryder trucks, turnover and workman's comp claims dropped substantially after receiving trg in service quality) 00"Wall to Wall" employees as valued as customers ( standardizing service mix frustrates employee efforts and may lead to higher turnover). There is a link btw customer satisfaction, employee morale, and service quality training. (At Ryder trucks, turnover and workman's comp claims dropped substantially after receiving trg in service quality) 23374351717040Mission statement; Why should the customer choose us? All aspects of firm culture should support the answer. 00Mission statement; Why should the customer choose us? All aspects of firm culture should support the answer. 23374353774440By expanding the discretion of frontline employees. A project organization should temporarily be set up fo manage implementation. (lasts as long as it takes and headed by a steering committee). Service Labs - sessions to develop service mission and identify areas for improvement. Implementation includes measurements of success/improvements. 00By expanding the discretion of frontline employees. A project organization should temporarily be set up fo manage implementation. (lasts as long as it takes and headed by a steering committee). Service Labs - sessions to develop service mission and identify areas for improvement. Implementation includes measurements of success/improvements. -628654117340Implement 4) 00Implement 4) -628652974340Employee Training 3) 00Employee Training 3) -628651831340Company Wide Strategy 2) 00Company Wide Strategy 2) 2337435459740How well are we doing? What are we doing right? What are we doing wrong? What are the customers expectations? How do we compare to our competition? 00How well are we doing? What are we doing right? What are we doing wrong? What are the customers expectations? How do we compare to our competition? -628655260340Make Permanent 5) 00Make Permanent 5) -62865688340Service Audit 1) 00Service Audit 1) -177165345440Steps 00Steps 165735254000-177165-340360Creating A Service Driven Organization 00Creating A Service Driven Organization