Scenario A

Restructuring Customer Service

The Customer Service call centre at Delta Hotels has just learned that the Corporate Accounts Division is complaining loudly to the Vice-President of Operations that potential guests are receiving the wrong booking information. Corporate Accounts wants to find another service provider outside of the Division.

In response, the Director of Service met with the Senior Management Team (SMT) to confirm that this is the first time Corporate Accounts has made this complaint. The Director has since heard that other Divisions have also complained about call centre performance. The SMT is puzzled why they havent heard from their Division counterparts before approaching Vice-President.

Meanwhile, Customer Service Division employees have heard the news with mixed response. Mid-level managers have admitted to hearing complaints and are not surprised. They complain that the SMT was notified but doesnt like to hear negative comments and so did nothing. Front line employees are devastated because they feel they work but are not appreciated.

The Director of Service has brought you in to manage a new reorganization unit in the Service Division. Morale is low and everyone is concerned about their own future. Cooperation among units, between mid-level managers, and with the SMT has dropped. Several key employees are rumoured to be looking for work elsewhere. You have met with the other Divisions and now understand their specific complaints.

You are responsible for making a presentation to the entire Senior Management about their current roles and strategic responsibilities in leading this change. You also need to train them on where to expect resistance to change and how to overcome obstacles. Although the SMT agree with the need reorganize the current processes in the Customer Service Division, they question the need for a new unit and your loyalty since you were brought in by the Director.

Assessment

Opening paragraph.

Type of change

What is the situation that has brought about this change? What type of change is it?

(Fast or slow, large or small, internal or external, policy, process, system, or cultural change)

The situation at Delta hotels requires a process, system and cultural change in the organization. The organization's senior management and other departments are hearing complaints from the customer service department. The employees in the service department of Delta hotels feel their work is under-appreciated and feel like the senior management team does not like to hear complaints. The customer service department must be reorganized with new technology IT booking systems, and every member must have a clear role in the workspace. The organization's culture must change, and the senior management of the organization must make themselves more open to criticism.

Reason for the change

What is the reason for this change? What does this change look like? How urgent is it? Why now?

Is there really a reason to change? What happens if you dont change? What happens if you do?

The reason for the change is how disorganized the system is at Delta regarding the communication between different departments. The change will involve a systematic restructuring of the service department involving retraining the staff, an update to the IT infrastructure, and new procedures to bring in a smooth guest booking system. If they dont change how they operate, it will lead to plummeting morale among all levels of management and employees and leave Delta in total disorder.

Scope of the change

What is the scope of change? (individual, group, department, etc.)

Is this change the same for each business unit? How far-reaching is it?

The scope of change will have to be in the department of how they conduct their customer service and communicate their issues to senior and middle management, which will require a culture change. The change will hit the service department the most but will also affect how senior management supervises the department. Changing an organization's culture and attitude will take some time. Still, it must be done to fix the morale of the customer service department and get it back on the right track of providing excellent customer service.

Where are you now?

What is the current state of the organization? Why is this a problem?

The current state of the organization is that the customer service call center at Delta Hotels has learned that the corporate accounts division is complaining to the vice president of operations about the issues with the booking system. Also, the mid-level managers have complained that the SMT (Senior Management Team) was notified but did not like to hear negative comments and, as a result, didnt do anything to solve the issue. This problem is terrible for the hotel because the potential customers receive the wrong booking information. This is a problem because when customers receive the wrong booking information, it could result in a loss of a room, personal belongings, or even money. This is also harmful because it shows to the customers how unorganized this hotel is.

Is this issue a contingency, opportunity, or threat? What are the challenges?

This issue is a threat because it results in challenges to the business, such as a lack of trust with the potential clients, can give a bad name to the hotel, and could result in a loss of customers and revenue. Another challenge is that since most hotels rely on a review system from their past guests, the guests receiving the wrong information will give the hotel a bad review which can also bring in the potential of having to pay for further damages if this issue isn't resolved.

Where do you want to be? <- Ill do this part - Michael, micheal see if u can do is the org ready

What is the end goal? What will this change feel and look like? What will you do differently?

The goal is to have all organization functions moving efficiently and effectively. The customer service department needs to be able to communicate issues if they arise to senior management with the feeling that they will be addressed.

What is the pay-off or reward for accomplishing this change? How will people benefit?

The company's reorganization will ensure that the organization runs smoothly, the roles are addressed to the employees, and they will provide excellent customer service. The overall result will be high employee morale and a superior guest experience.

Conceptual shift required

Describe what the gap between now and where you want to arrive.

The gap between now and where we want to reach is that we need to establish a means of agreement between all levels of the hotel, from the frontline workers to the highest management level. This needs to happen because there has been a lot of miscommunication surrounding the issue of guests receiving the wrong booking information. We want to arrive at a point where all levels of the hotel may communicate with each other to solve current and future problems. Our team wants to change how the morale is in this hotel. A hotel cannot provide excellent customer service to potential guests when our staff is not happy about how they are treated and how they are in fear of their future. We would like to arrive at a point where the employees do not need to fear if they will get a job in the future or not while also understanding that the feelings of the employees dont go unheard and their work unappreciated.

Explain how people will need to think differently about this change.

People need to open themselves up to us coming into the business, although we lack trust because the director hired us. At the same time, that may be the case. We are here to make sure the hotel stays in business, customers stay happy, and our employees do not have to fear on whether or not they will have a job.

questions

How will you get there?

What is the change you are proposing? (Provide a simple one-paragraph summary.)

How will this change contribute to value and competitive advantage this business provides?

Which organizational practices support this change or are no longer necessary? (Explain why)

How does the organizational structure need to change to support this initiative?

What type of leadership and culture are required to achieve this change?

Information and Process requirements

What new policies and procedures or practices are required to support this change?

What old policies and procedures or practices must be changed to support this initiative?

How will the company manage information about this initiative? (Web portal, intra-net, etc.) Why?

How will the company communicate information about this initiative? (Newsletter, email, etc.) Why?

What cultural practices and values are needed to support this conceptual shift?