Produce a case study comparing two business organisations, investigating the extent to which each has developed an effective customer service programme, and evaluating the effect of those programmes on customer satisfaction.
Task: You need to produce a case study comparing two business organisations, investigating the extent to which each has developed an effective customer service programme, and evaluating the effect of those programmes on customer satisfaction. The organisations that I am comparing are Marks & Spencer Plc and Tesco. Marks & Spencer Plc (a) Describe the importance of customer service to each organisation. Customer service Their Vision 'Leading standards wherever we trade epitomises the Marks & Spencer approach to both the way we serve our customers and the way we run our business. As one of the UK's leading retailers, we have annual sales in excess of £8 billion. We employ more than 60,000 people worldwide, operate more than 400 stores in 28 countries, and serve tens of millions of customers every week. Whether we're working at home or abroad, within our own stores or in partnership with our franchisees, our Vision, Mission and Values remain the same. Ensuring we meet our customers' needs with appealing, superior quality products at attractive prices.' People are the lifeblood of our stores' success They launched their Foundations For Success programme to set out new ways of working in stores, and new levels of customer service to aim for. The initiative focuses attention on 'power hours', the key time of day when each different store is at its busiest, and everyone
As a short-term business Consultant, I have been hired by Alton Towers PLC to find out information about the magical theme park, and produce a report.
Contents page * Chapter 1 - Introduction Page 2 - 11 * Chapter 2 - Departments within Alton Towers Page 12- 24 * Chapter 3 - Culture and management styles Page 25- 35 * Chapter 4 - Input of ICT Page 36-47 * Chapter 5 - Production and quality Page 48-55 * Chapter 6 - Bibliography Page 56 * Chapter 7 - Appendices Page 57 CHAPTER ONE - Introduction Introduction As a short-term business Consultant, I have been hired by Alton Towers PLC to find out information about the magical theme park, and produce a report. The report will include details about Alton Tower's objectives, structure, organisation, and channels within the business, culture, communication, quality assurance and control system. In order for me to complete the report I will need to investigate the running of Alton Towers carefully. Historical background Alton Towers has a large and interesting background history, which can be dated all the way back to the 8th Century when the towers was a fortress and was held by Ceolred, the king of Mercia. The castle remained upon this ownership up until 1412 when the Earls of Shrewsbury taken over the Tower
Managing Human Resources in Marks & Spencer.
REPORT TITLE: MANAGING HUMAN RESOURSES IN MARKS & SPENCERS Terms of Reference I will be producing a report on how Mark and Spencer manages human resources, the report I will carry out will be a full detailed reports looking at the process of the human resources is carried out by Marks and Spencer. Procedure I will carry out my research by using the Internet for information on Marks and Spencer 2 I will also be using the Heinemann AVCE Business book. 3 I will visit the Marks and Spencer stores in my local area to find out how they operate in the human resources function. Introduction This report has been written in order to show how successfully the company - 'Marks and Spencer' is in running its human resources department in order to meet its business objectives. The report has been divided into four parts to ensure a comprehensive coverage of Marks and Spencer has been researched and also to give the report a main structure of the human resources departments. Part 2 will be discussed in depth. Part 1 = Planning Part 2 = Recruitment & Selection Part 3 = Training & Development Part 4 = Performance Management This unit provides an insight into how businesses recruit and manage their human resources. It shows that if businesses are to achieve their objectives, they must plan their human resource function so that they have the right number of employees with the
E1: Accurately describe the responsibilities covered by the human resources function in the business, showing a thorough unde
E1: Accurately describe the responsibilities covered by the human resources function in the business, showing a thorough understanding of the importance of these resources to the business Introduction I am going to look at a tyre company called 'Bridgestone'. Bridgestone is a limited liability company based in Japan but who are expanding through out the world and therefore there are many employees working for this company about 110,000 in 2003. The most valuable resource in business is its people, or human resources. There is a direct relationship between the quality of the workforce and business success. Human resource management used to be called personnel management which was a function limited to recruiting, selecting, rewarding, managing and developing employees and it meant that employees were costs to the business and had to be controlled and kept to a minimum. However things changed in the 1990s from personnel management to human resources and this approach has changed to support employees to fulfil their own needs and aspirations and to meet the objectives of the company. Employees started to be recognized as resources and therefore this encouraged investment in training and development and other activities which increase the worth of these investments. The human resources department is important because it manages one of the business's most important and
Analysis of a Contract Specific Organisation
A Contract specific organisation structure chart and number of staff, primary responsibilities and individual hours of working. Add costs.xls; SEE PAGE 46 - Manhour Allocation Think IWM text for roles - also relevant for training Action MS using the Court Service Submission. . Resource Solution .1 General The resource solution we advocate for this commission is a matrix solution based where there are * Management Line Resources - management heads who will ultimately own the output, provide the people management function and have the Client relationship * Service Line Managers - functional heads or experts from within the DJ matrix who will define the 'what' and 'how' aspect, providing the service delivery staff with direction, professional discipline knowledge and technical training As all the Greater London Magistrates Court Authority Circuit portfolio is within Greater London, we propose supporting this commission with Service Managers and non site based professional resources from our London (West End) office. The dedicated management team will naturally be based at your Managing Agent offices within the Thomas More Building. The executive management team headed by Mike Young, who will have ultimate responsibility for the services provided The Dedicated Management Team will own the solution and manage the client relationship and customer interface. They will
A comprehensive overview and an analytical insight into human resource management at Barclays bank plc.
Content Introduction .......................................................................Pg 2 Role and Responsibility of the Human Resources Department.........Pg 5 Human Resources Planning...................................................Pg 6 Recruitment and Selection.....................................................Pg 19 Training and Selection..........................................................Pg 31 Performance Management......................................................Pg 39 Potential Conflict within Human Resources................................Pg 50 Conclusion.........................................................................Pg 51 Bibliography and Reference...................................................Pg 53 Introduction This report is being produced to fulfil the criteria required for unit 4 of the AVCE course in business. It gives a comprehensive overview and an analytical insight into human resource management at Barclays bank plc. The report particularly focuses on the possible conflict between Recruitment and Selection and Training and Development. At Barclays bank plc in view of current economic climate for banks of competition. My report is going to include the four following functions: . Human Resources Planning - this will include * Responsibilities covered by the HR function in the business, the importance of people to
Produce an Analytic Report on How a Large Business Manages Human Resource
Produce an Analytic Report on How a Large Business Manages Human Resource Terms of Reference This report has been produced as evidence for Unit 4 - 'Human Resources' - as part of a Vocational A'level in Business Studies. Introduction This report has been written in order to show how successfully the company - 'Boots' is in running its human resources department in order to meet its business objectives. The report has been divided into four parts to ensure a comprehensive coverage of Boots has been researched and also to give the report a main structure of the human resources departments. Part 2 will be discussed in depth. Part 1 = Planning Part 2 = Recruitment & Selection Part 3 = Training & Development Part 4 = Performance Management This unit provides an insight into how businesses recruit and manage their human resources. It shows that if businesses are to achieve their objectives, they must plan their human resource function so that they have the right number of employees with the appropriate qualifications and training to meet the needs of the business. Successful human resource management requires that a business takes account of changes in the labour market and employment legislation to keep its employees motivated, to monitor their performance and to help them continuously develop through additional training. Findings - Part 1 What is Human Resource
Report: Type of ownership of J-Sainsbury
Report: Type of ownership To: Alf Filer From: Jaymit Patel Date: 24/11/03 a. Background information of J-Sainsbury's J-Sainsbury's is one of the United Kingdom's largest supermarket chains, operating more then 400 stores and employing over 142,000 people. Sainsbury's have developed an excellent reputation over the years and has worked to provide their loyal shoppers with the widest selection of food and services possible. However, in recent years the grocery chain has seen an increase in competition as the market has consolidated and large multi-national grocery chains have moved into the UK market. J-Sainsbury's is a Plc. Plc stands for public limited company. As J-Sainsbury's is a public limited company, their shares are traded on the stock exchange. Any person who may be interested in the business can buy these shares. It is easy to obtain information of J-Sainsbury's because, the business is a plc and they have to publish accounts every year, which can be gathered from the company's house. People who have J-Sainsbury's shares are known as the owner. But the shareholders do not run the business. Board of directors are appointed to run the business. The shareholders have unlimited control of the business, as they are the owners. The liability of J-Sainsbury's is limited. This means that the owners (shareholders) of the business are only responsible of the
Investigate about the important roles that management plays in achieving my chosen organisation aims and objectives. My chosen business is Tesco's.
INTRODUCTION In this assignment, I am going to investigate about the important roles that management plays in achieving my chosen organisation aims and objectives. My chosen business is Tescos, which is UKs biggest retailer; it operates in the tertiary sector. The focus of this report covers an explanation of how the management team of my chosen business uses planning and monitoring to help achieve the organisation's aims and objectives. I am also required to describe the role of management in improving the performance of my chosen business (Tescos) and show how management activities can raise performance. Secondly I am to describe ways in which manager's role including the management of resources. I will have to demonstrate the role of manager's interpersonal and communication skills and make recommendations. Finally I will evaluate the role of management in improving performance and the different ways in which management functions may be met more effectively through the use of interpersonal and communication skills. Task 1 Explain how the aims and objectives of a business may be achieved through Planning and Monitory. TESCOS It all started in 1924, when a Sir Jack Cohen started selling groceries in London's East End markets. By the1950's, this had grown and supermarkets were now in development. Tescos opened its first and indeed the UK's first superstore in 1967,
Building Effective Teams.
BUILDING EFFECTIVE TEAMS In this age of rapidly changing technology, market-driven decision making, customer sophistication, and employee restlessness, leaders and managers are faced with new challenges. Organizations must build new structures and master new skills in order to compete and survive. As work settings become more complex and involve increased numbers of interpersonal interactions, individual effort has less impact. In order to increase efficiency and effectiveness, a group effort is required. The creation of teams has become a key strategy in many organizations. Team building is an essential element in supporting and improving the effectiveness of small groups and task forces and must be a key part of a total program of organizational change. Hellriegel, Slocum, & Woodman (1986) state that team building is used to improve the effectiveness of work groups by focusing on any of the following four purposes: setting goals and priorities, deciding on means an methods, examining the way in which the group works, and exploring the quality of working relationships. A cycle then develops; it begins with the awareness or perception of a problem and is followed sequentially by data collection, data sharing diagnosis, action planning, action implementation, and behavioral evaluation. This style is repeated as new problems are identified. Not all work groups are