Page 49 - MARKETING & PUBLIC RELATIONS EBOOK IC88

(a) People are Managers

1. The quality of the service provided by an organisation, is as experienced by its customers.
Several little things add up to a total experience. Any one of these things can go wrong. They go
wrong, because of some individual failed to do it right. He did not do it right, not necessarily
because he was negligent.
2. Attitudes are the result of the way they are managed.
3. Only the employee in front of him can provide that satisfaction.
4. At the time of interaction with the customer, the employee is alone. In the course of that
interaction, he cannot be referring to the rule book or the manual or the superiors for guidance.
If he does so, the perception would be that the person is incompetent, not knowledgeable and
inadequate. There is an immediate loss of credibility and quality.
5. The insurance service is fiduciary in nature.

(b) People Learn at Work

1. People learn. They do not have to be taught. There is no place like the work place to learn work-
related skills and attitudes. Formal class room training is not as effective, because it cannot
reproduce the pressures and dynamics of the work place. What is discussed in a class room is
more of what should be' instead of `what is', the desirable and the ideal instead of the practical.
Class room training helps at the cognitive level, explaining concepts. It can effectively deal with
the technicalities of the job, but not the behavioural aspects.

2. The potential for productive use of discretion will be released, if people

 are aware of company's goals and purposes
 get feedback on results and progress
 are given feedback about mistakes as opportunities for learning and growth

c) Unlearning

A person's behaviour is the outcome of a number of factors, which include his beliefs. attitudes,
assumptions, values, expectations, etc., forming paradigms or patterns of thoughts. Any change in
behaviour will happen only when some of these paradigms change. That would require that part of the
past learning be replaced by something new. Unlearning is invariably necessary before change in
behaviour can occur. When persons shift from one company to another, or even from one department
to another, there will have to be a difference in the orientation towards procedures, and results.
Unlearning is necessary for this to happen and that has to be facilitated by the supervisors.

(d) Reward Systems

Anything that gives pleasure or satisfaction is a reward. The opposite is a punishment. A punishment
gives pain or denies pleasure. Theories on motivation suggest that people act in order to get pleasure or
satisfaction and in order to avoid pain or dissatisfaction. They seek rewards and avoid punishments. All
behaviour is goal directed.

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