Organizational behaviour report

Read the followin” rel=”nofollow”>ing case study:

The work in” rel=”nofollow”>in the Leeds Call Centre, and its design and runnin” rel=”nofollow”>ing resembles manufacturin” rel=”nofollow”>ing in” rel=”nofollow”>industry lean production team. The work is fast paced and the workers are pressurised to achieve the standards
set. There is a close management monitorin” rel=”nofollow”>ing and control with errors and lack of adherence to standards bein” rel=”nofollow”>ing punished. Management is main” rel=”nofollow”>inly preoccupied with cost min” rel=”nofollow”>inimisation and high productivity.
The work is narrowly defin” rel=”nofollow”>ined and heavily monitored with the strict procedures and in” rel=”nofollow”>instructions relatin” rel=”nofollow”>ing to the duration of the call, the conversation with customers, and advice to be given to
customers. The tasks are highly fragmented, with workers havin” rel=”nofollow”>ing to follow prescriptive scriptin” rel=”nofollow”>ing. Call centre operators are given their openin” rel=”nofollow”>ing paragraphs, appropriate greetin” rel=”nofollow”>ings, the order in” rel=”nofollow”>in which
to list any benefits to customers, and in” rel=”nofollow”>instructions on how to close the sale. The managers argue that ‘this helps the operator to structure the call in” rel=”nofollow”>into a coherent and professional in” rel=”nofollow”>interaction
with customers’. Call centre operators are disciplin” rel=”nofollow”>ined for abandonin” rel=”nofollow”>ing the scripts, regardless of their success in” rel=”nofollow”>in convertin” rel=”nofollow”>ing calls in” rel=”nofollow”>into busin” rel=”nofollow”>iness, i.e. closin” rel=”nofollow”>ing the sale.
The train” rel=”nofollow”>inin” rel=”nofollow”>ing has been provided to the call centre operators. However, the train” rel=”nofollow”>inin” rel=”nofollow”>ing related to only one aspect of the in” rel=”nofollow”>incomin” rel=”nofollow”>ing calls. The workers were train” rel=”nofollow”>ined on standardised calls. Cost
min” rel=”nofollow”>inimization was a key theme within” rel=”nofollow”>in the organisation and also in” rel=”nofollow”>in train” rel=”nofollow”>inin” rel=”nofollow”>ing.
At Leeds Call Centre, staff are rewarded when behaviour delivers results in” rel=”nofollow”>in lin” rel=”nofollow”>ine with busin” rel=”nofollow”>iness requirements. Each month, staff performance is reviewed again” rel=”nofollow”>inst a number of objectives. This takes
pace as performance appraisal. Such standards or objectives relate to an average call length, sales of each product, and attention to detail. It also in” rel=”nofollow”>includes adherence to standards and to
prescriptive scriptin” rel=”nofollow”>ing. This performance appraisal system is known as Effective Level Review. The call centre operators can be ranked 1 to 10 in” rel=”nofollow”>in terms of their level of effectiveness. Dependin” rel=”nofollow”>ing on
the score they obtain” rel=”nofollow”>in, they can get an in” rel=”nofollow”>increase in” rel=”nofollow”>in salary after every six months of successful reviews. When employees move through the levels and get high scores this means that they have
performed well which in” rel=”nofollow”>in turn can mean that they can be given other tasks in” rel=”nofollow”>instead of answerin” rel=”nofollow”>ing the phone. This is a welcome change to the employees as the call operator role can become mundane and
repetitive and the opportunity to do other tasks is seen as a reward for good performance. Thus it rein” rel=”nofollow”>inforces acceptable behaviour.

Conversely, staff who display behaviour that is not desirable cannot move through these levels, and repeated failure to do so can lead to disciplin” rel=”nofollow”>inary action. This can be seen as punishment. People
can become resentful at havin” rel=”nofollow”>ing their performance graded every month, particularly in” rel=”nofollow”>in those areas where it is their lin” rel=”nofollow”>ine manager’s perception of whether or not they have achieved the desire
In 2,200 words, address the followin” rel=”nofollow”>ing question:
“Identify and critically assess the learnin” rel=”nofollow”>ing strategy illustrated in” rel=”nofollow”>in this case study in” rel=”nofollow”>in relation to the learnin” rel=”nofollow”>ing theories discussed in” rel=”nofollow”>in this course. Relate learnin” rel=”nofollow”>ing to motivation”.

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