It is a fact well-established in the corporate world that not even a business is run on tangible resources only, though the balance sheet supports that only. The internal customers called the “Human Resources” and external customers called “the Customers” are not complementary to each other, but inevitably vital cogs in the wheels of the organizational machinery. Forgetting and neglecting the importance of either of them means the sure doom of the business, if not in the short-term. A well-crafted policy emanates from the top management to harness these resources is an absolute pre-condition for success in a corporate world that is beset with hydra-headed competition and unprecedented change at the turn of every moment. An organization is ill-balanced in its approach and unhealthy in its attitude if it is unheeding the real voice of its two classes of customers, one does act from within and the other from without.
A common tendency among the “Low-Performing Establishments” is that the owners/management fixes their eyes on the bottom–line only, usually enthusiastic about reaching out to a beefy figure at the cost of the above two. A common disease contracted by such organizations is that they do not invest anything to improve the internal conditions and systems that the employees can make use of for providing real-time solutions to the problems faced by the customers. The pick of organizations around the globe reached the unique status and position called “superior performers” only after sweating a lot by investing their resources like money, time, knowledge and effort in inventing more varied and innovative ways of serving the differing needs of the customers in challenging environments in association with and a genuine and humane framework within which the people can work till the optimization of their untapped potential. The organizations that give a raw deal to their employees cannot grow up to a level, vertically or horizontally, where they can deliver the finest products or render absolutely infallible services.
A management whose whole lookout is to beef up the bottom line is a real danger to the community of customers. It is a wrong science and practice if it trains its working force to adopt a culture that utilizes the resources amassed by the customers to take them for granted. Blatant lies and inflated promises that never can be delivered taking into account the prevailing infrastructure of its business must never be the ethics or tactics that ought not to be encouraged nor instilled into the minds of the cadres. A poorly trained staff has the knowledge and efficacy only to make mistakes and pitfalls in the way he/she performs, let it be any functional responsibility they handle and moreover the never-ending weeps and wails. And it is meaningless and shameful also that the management is washing its hands and passing the buck to the executives when a dispute occurs where the customer is the defendant on one side asking not the value of money he/she has paid but the service he/she is eligible to be provided.
It is a certain principle that every unfulfilled promise to the customer is an add-on cost to the company and such an organizational culture cannot support the much-wanted innovative atmosphere inside which speaks itself how the company tackles issues relating to the customers and for what the company stands for. Damage control exercise is a better diplomacy but along with this certain measures of confidence building must also be taken. A tainted reputation is hard to repair in the same market, instead take active control and management of things, events and people to deliver the best of the products and services by designing a workable but flexible system with a focus on continuously improving it also
No comments:
Post a Comment