Customer Service
Essays

A team is a group of two or more individuals working together to achieve the same goal. Teamwork is very important for the development and functioning of a company. There are five types of teams which a company may decide to use. Many other organizations around the world have benefitted from the use of teams in the production and operations management. This paper explores the use of teams in Starbucks.

As a result of the intense competitive in mobile phone industry, a plenty of mobile choices are launched to the market. For that reason, many marketing strategies have been introduced in order to compete with…

Managing Productivity, Quality and Service:

Abstract Through innovation, Apple has managed to stay afloat in the highly competitive personal computers industry. To remain relevant in a dynamic market, the Tech Company has over time sought to forge a path which significantly differs from those of its main competitors by adopting a differentiation strategy in which most of its products differ from those of the competition mainly in terms of design and quality. In this text, I explore Apple's industry, environment and strategy.

Comcast is the largest cable provider in the United States. The company began life in 1963 in Tupelo, MS. It joined the NASDAQ in 1972. By the mid-1990s Comcast was in acquisition mode, picking up several media…

This paper develops a mission statement, vision and values or guiding principles for a VoIP company. It also describes the importance of the mission, vision and values to the organization itself and how they help to achieve the long and short term goals of the organization. Last is an evaluation of how the mission, vision and values help the company to achieve competitive advantage.

When providing advice to individuals how to cut costs in the currently sluggish economic environment, personal finance gurus like Suze Orman often invoke 'the latte factor,' namely the way small expenses like a latte…

The likeability of a manager will determine how effective they are on transactionally-oriented tasks while also being a very accurate predicator of hwo effective they will be in more transformational roles in an organization. The intent of this analysis is to define likeability from a leadership standpoint, illustrating how this aspect of a leader's personality must be authentic, transparent in approach and genuine in how a leader earns and keeps the trust of subordinates, peers and superiors. A likeable person is by definition one that is known for their friendliness or the ability to create an ongoing dialogue that includes a significant level of self-disclosure and ability to communicate with accuracy, clarity and honesty (George, 1995). A likeable leader is one that has the ability to combine friendliness, relevance of communication to others, empathy or the capacity to feel what others are also feeling ands enunciate those emotions, all unified by a very strong level of authenticity, integrity and realness (Gabriel, Griffiths, 2002). All of these factors together define a likeable person, and add in the willingness of a leader to self-sacrifice, create and stay consistent with roles in an organization that capitalize on the unique strengths of an associate, and a strong foundation of transformational leadership begins to emerge. One of the key findings of this study is that to the extent a manager has the ability to create and sustain a high level of trust with subordinates is the extent to which they are able to also sustain transformational leadership in a team. While leaders have varying levels and depths of skills that contribute to their ability to be transformational in the scope of their work, those with demonstrated high levels of emotional intelligence (EI) combined with the four foundational aspects of transformational leadership skills consistently have a higher level of likeability than their more transaction-oriented counterparts (Gabriel, Griffiths, 2002). In evaluating if likeability leads to greater leadership performance, a model of proposed Likeability and Organizational Transformation has been created and is presented in this analysis. The existing body of research indicates that likeability is one of the foundational elements of effective transformational leadership, yet it does not exist in isolation. The accumulated research completed for this study indicates that likeability of a leader is highly correlated to their level of EI. The dimensions of EI have a direct, predictive effect on how likeable and effective a leader will be. Another finding from this analysis is that likeability by itself does not guarantee a leader will be effective; it is only their ability to translate EI-based skills in conjunction with a very strong foundation of transformational skills that they are able to accomplish challenging goals and propel an organization to fulfill its shared vision. This study also concludes that likeability is also not essential for success either, as the many examples from leaders and CEOs renowned for being very difficult to work with who have propelled their organizations to leadership positions in their industries. Larry Ellison of Oracle, known for being exceptionally demanding and for creating a culture of mistrust and intense internal competition is not likeable according to the dimensions of the research completed for this study. He is however exceptionally effective in driving his organization to attain its vision and mission. What this study has found is that when the triad factors of Emotional Intelligence (EI), trust and transformational leadership are combined, leaders increase the propensity of being liked. These three factors combined provide leaders with a solid foundation of being effective in their roles as well. Likeability does not assure results however. Figure 1, Analysis of Key Factors of Likeability, shows how these three factors must be balanced and in proportion to each other in a leader's management style to be effective. Deficiencies in EI for example could lead to a very collegial work environment yet the leader would not know how and when to define tasks and key strategies to accomplish objectives over time. All three must be balanced in order for a catalyst of continued progress to be formed and stabilized within an organization.

Evidence-based research suggests that companies who integrate their online and offline services are much more likely to benefit from marketing by utilizing an entire spectrum of tools and methods available to them.

This is especially a prescient question and gives one pause when one examines the dismal record for most countries in foreign affairs and in foreign business. Weaving people together whether politically or in international business relationships is a tough task. For this reason, strategic human resource management is so important and it is businessmen that are usually engaged in foreign relations before governments (Sparrow, 2009, 463). Globalization has made this difficult quest an absolute necessity in both the spheres of businesses and government. In an article that appeared in 2009 in the Journal of International Business Studies, businesses are increasingly depending upon offshore operations as areas where they can remake themselves. This is done particularly in the area of technology innovation where much innovation is happening offshore in outsourcing operations and projects. While innovation in this one sector is critical, there is a shortage of U.S. leaders, therefore, much of the leadership is also being recruited offshore to insure that U.S. companies occupy a level playing field overseas (Lewin, Massini & Peeters, 2009, 1406).