Customer service in Halifax Essay

Customer service Customer service is any part of the service that customers receive from the staff of the business. It is also a way in which the organisation deals with its customers. Businesses need their customers to buy their products or use their services in order to survive and make a profit. The way that they treat their customers is therefore very important. Many businesses have a policy of customer service, which involves putting the customer first in all situations. Customer service involves: * Making sure the product range is available to the customer * Making sure the product is safe and reliable * Providing information about products and being able to give advice * Making sure the product range can be delivered if necessary * Providing credit facilities where appropriate * Providing after sales service guarantees It should be the aim of every business to provide the highest level of customer service. There are laws, which provide protection to customers buying products. Businesses should know what their obligations are under these laws.it will help them maintain a high level of customer service. Why customer service is important in Halifax Customer service is important to Halifax because it brings in profit (the more customers the more the profit). The customers provide income to Halifax. Halifax does so much advertising and looses money but because it provides good customer service, the money lost is replaced. Customers are also a source of market research information Customers ensure the survival of the business Because of good customer service, Halifax spends less effort dealing with customer complaints. Customers are relined and refrained in Halifax because they are treated well and are made to feel good and safe with their money and properties. Halifax’s image is improved This is because everyone knows that it provides good customer service. My friend told me how good Halifax is and I was attracted to go and open up an account with them the next day. I also told my boyfriend about it that also went and opened up an account with them. To build customer loyalty All Halifax’s customers are loyal to it and they keep on using more of its services. They enjoy them. Increase competition It is only natural that where there is an attractive market, competitors will seek to obtain profitable businesses. The newcomer may sometimes even have an advantage due to the fact that he may have benefited from the experience of the long established supplier. As the newcomers start from scratch, they can use the latest equipment, techniques and systems and can select staff to fit the image they wish to create. Good customer service also gives Halifax a competitive advantage over other banks or building societies. Better informed customers Customers know a great deal more about Halifax’s services than they used to, partly because of the competition and partly due to the extensive studies conducted by consumer groups, and Halifax staff. A great deal of information is also available over the Internet. The emphasis put into competitive advertisements also makes customers more aware of the aspects they should examine. Halifax is a very good example where public pressure has forced regulations ensuring fuller disclosure of costs and more realistic estimates of benefits. Product similarity From the customer’s point of view, who I interviewed, it is difficult to distinguish many of Halifax’s services from those of their competitors. They often use the same services perform the same tasks in a very similar way. As an example, I could look at the personal computer industry, where a large number of computers can utilise the same software programs. One of the few ways Halifax can differentiate thereselfs from there competitors is by means the image for customer care that they build up and the reputation for customer support that they have earned over time. Rinsing demand for improved support With the choice of supply sources now available to Halifax customers they know that they are in a buyer’s market and they are therefore demanding improved support from the Halifax they have selected. In general it has been shown that with a higher living standard, customers are willing to pay for improved support. For instance customers in the past may have been willing to wait for a week or two for a telephone to be installed whereas now they expect it to be done in as many days. Life cycle costs As many products are technically more soficicated, customers have become more dependent on the continuing support from Halifax to keep their services in operation. They are increasingly looking at the life time costs and Halifax’s ability to support their services efficiently throughout the life of that service. When a customer buys a car for instance, he will want to know how good the maintenance service is what the costs are likely to be the fuel consumption and the resale value after a certain number of years. Training the frontline This is important because it means good customer service in Halifax in a way that when all staff are trained, there will be good communication between the staff hence providing good customer service. Training helps Halifax maintain good service in different departments. For example technology, promotional, health and safety, money wise. Managers in Halifax identify training needs for internal customers and provide suitable training events. Halifax is aware that well trained internal customer service provides good external customer service. Identification of the situations that require staff to have contact with customers A customer is a person who requires a product in exchange for money or who uses a service. Staff can have contact with customers through so many ways these are: By phone This is normally used when one of them (customer/staff) needs to ask a question and get a quick response.because both the staff and customers cannot see each other, it is unable to observe the other person’s body language. Though this happens, customers are not left waiting. The member of staff says what he is doing and how long he will be. The customer is always being informed of the actions taken. Music is often played to customers kept waiting in order to give them something to do, i.e. listen to music. The staff make sure they do everything they can to make the customer feel valued. Through letters This is used when a permanent record is needed. Eg.where a letter head showing the Halifax logo adds credibility to the company. Sentences are always kept short in the letters. The subject is always introduced at the beginning of the letter so that the customers know what the letter is about. Through Internet This is used when you can not get someone on the phone. The email is given an effective tittle, which makes the reader want to open it. They are not typed in capitals because the reader may think that the member of staff is shouting. Face to face This is done when the customer is on the premises. Usually when delivering bad or good news. Also when a permanent record is not required. Or when documents have to be handed in for opening new accounts. Through fax This is used when speed is required and the information is not confidential. This applies to letters. Staff always contact customers about: * Details about the new extra services introduced * Their bank accounts * Their mortgages * Their complaints * Opening bank accounts * Overdrafts * Foreign exchange purchase transfer * Withdrawal or payment * New service products etc Ways in which Halifax meets the needs of its customers Halifax is a successful firm because it identifies who its customers are and what their needs are quickly. Needs of internal customers Needs of external customers Sick pay To make a purchase Holidays Need to obtain information about a product Pension Company cars To make a complaint Staffs discount To maintain ethical standards Working conditions e.g. Safe environment Specials needs like the deaf, blind, old, physically handicapped, or with children. Job security Food Decent wages or salary. Christmas presents and bonus/ end year party Staff facilities e.g. room, gyms, toilets. Training. Training of internal customers in all aspects of their jobs ensures that external customer needs are catered for, whereas good staff relations or industrial relations, effective communication and good company policies ensures the satisfaction of internal customer needs. Internal customers These are members of staff who rely on other members of staff to help them do their jobs properly. In Halifax, internal customers’ feedback is included in performance reviews. Halifax is now making input a formal part of a 360-degree feedback process, in which employees, peers and the manager all evaluate the performance of managers. In addition. Halifax talks to its internal customers during meetings and asks them about their needs and finds out how it can serve them better. ‘Always giving you extra’†¦ as long as the employees do it for their customers, they’ll do it for the employees. They’re looking to develop the best motivated and best rewarded team in the business, so the employees should expect plenty. Training, sales support, personal development, opportunity, great incentives†¦ you name it, Halifax goes that extra mile to make sure the employees have everything they need for a rewarding career. And that, of course, includes a benefits package they find hard to beat – by anyone, anywhere. It covers everything they’d expect (good salary, generous holidays) and plenty that they wouldn’t, such as bonuses and incentives, share schemes, discounted mortgages and plenty more†¦ all adding up to a total rewards package to match their total commitment. The following are part of Halifax’s human resource policies: Pay (plus bonuses) Generous Holiday Entitlement Shares Colleague Products Money Purchase Pension Life Assurance Flexible Working Flexible Benefits Recognition Our commitment Support when it counts Academy Pay (plus bonuses) Halifax starts by giving employees a highly attractive basic salary. They have bands, but there’s a lot of flexibility. So they’ll take into account the nature of the role, as well as the employees’ skills and experience. On top of this, everyone has the chance to earn more by putting in ‘extra’. So employees can earn a bonus for individual, team and company performance. Reach or exceed the employees’ targets for example, and the employees can expect to receive between 10% and 30% of salary – extra! Nice. Generous Holiday Entitlement The employees receive between 22 and 30 days paid holiday a year, depending on their role and length of service. Shares Halifax group wants employees to share in their success (they like smiling people). They won’t go into detail here, but there are various schemes where employees receive either shares or share options. It’s hugely popular. Largely because it can be hugely profitable for Halifax’s colleagues. Colleague Products Halifax is the UK’s number one for savings and mortgages, and have plenty of other products too, such as insurance and healthcare. All of which are available to employees at attractive, discounted rates. External customers These are individuals and business customers who buy or use the goods and services provided by an organisation. With staff who can speak a wider range of languages, Halifax and customer service has improved. They monitor holiday costs constantly to give customers a better deal. Plus, they can give customers a guaranteed minimum 5% discount on a wide range of brochure-priced holidays and charter flights! Halifax also meets its customers’ needs by giving eye contact, explaining transferred telephone calls to customers and colleagues, being genuine and sincere, knowing about their products or services, knowing about its policies, treating customers as individuals, and minimising queuing times. Home delivery For home delivery, orders placed in a branch or over the phone before 2.30pm Monday to Friday are usually delivered to the customer’s home address by 12 noon the next bank working day (excluding Saturdays). Orders placed on Saturday or Sunday are usually delivered by 12 noon the following Tuesday. All home deliveries are by Royal Mail Special Delivery. There is a charge of à ¯Ã‚ ¿Ã‚ ½5 for all home deliveries. Home delivery is not available for orders placed online. Always giving extra to customers with particular needs Halifax group is committed to providing all their customers with excellent service, whatever type of relationship they have with them. They do their outmost to help all customers with special needs. Their cash machines are generally installed at a lower level to make them easier to reach, and the newer machines have been adapted for the visually impaired to use. Halifax has around 800 branches in the UK, most, of which are open plan to make it easier for customers to find their way around. The majority have a reception desk, with seating provided. And their staff are always on hand to discuss specific needs or answer queries. Wheelchair users Getting in and out of Halifax’s branches is usually easy, with level or ramped access from pavements. And, wherever possible, doors are automatic. Call Assistance At some branches steps are unavoidable, so a ‘Call Assistance’ bell system was installed, so that a member of staff can be called. Servicecall Some branches are fitted with the ‘Servicecall’ system, so that customers with a Servicecall transmitter can alert staff of their arrival. Lifts Where branches have split-level banking halls, Halifax provides internal ramps or wheelchair lifts. Low-level counters and counter queuing rails Lower level writing surfaces are increasingly being provided at the counter. All branches have counter queuing rails, often with lower level writing surfaces. Other banking options To help make it easier for all their customers to manage their finances at their convenience, they offer a number ways to access Halifax as well as via other large network of branches across the country: Online Customers can apply for a Halifax Current Account online. Then once it is registered for telephone banking they can do their banking online via Halifax’s website 24 hours a day, seven days a week. Click www.halifax.co.uk for more details. They also offer a Share Dealing service online, and applications for other products such as Personal Loans, Credit Cards and Travel Insurance can be made via the web site. Telephone Halifax Direct is a 24-hour telephone Current Account service. Customers can use it for everything from checking their balance and ordering a statement to arranging an overdraft. Arrangements can also be made for customers to pay bills and transfer money to other Halifax accounts. All Halifax customers can telephone Halifax direct for other services, for example a Personal Loan or travel money. Customers who are hearing impaired, can contact Halifax Direct using textphone on 0845 732 3436 Contact Halifax They have undertaken an extensive disability awareness programme to help staff overcome the barriers which people who have a disability face. To help them continually improve their services, if you would like to make any comments about their site or the services they offer customers with disabilities, they request the customers to use this form. Philomena Gray, Disability Manager by e-mail: JayneO’Connell@HBOSPlc.com or at:Halifax plc Trinity Road HALIFAX West Yorkshire HX1 2RG How Halifax deals with customers’ complaints Once Halifax is prepared for any potential problem a customer may have brought to them, their next step is to use the company’s complaint system the company has in place for dealing with complaints. Halifax deals with complaints in many different ways. This can be done through: 1. The telephone 2. Face to face 3. In writing: typical written communications involve providing information on the services provided, prices of mortgages, statements of accounts and safety procedures. Because Halifax actively seeks and encourages complaints, they are able to understand and meet the needs of their customers. If a customer is dissatisfied and is unable to express that dissatisfaction, Halifax will never see that customer return. What is worse, the customer may also persuade potential customers not to stop within Halifax too. Customers with bad experiences were twice as likely to tell others about it as those with a positive story to recount. Customer complaints are viewed as opportunities to improve a service offered rather than problems ignored. The causes of the complaints are dealt with the and lessons learnt. Customers making complaints are seen as contributors to the process of improving customer services rather than awkward individuals who enjoy making life difficult for staff. By respecting customers and treating them accordingly Halifax is able to monitor and improve the quality of service offered. Many products arise because the law has been broken. There is a large number of laws that try to protect the customers. Halifax tries not to break the laws. The major consumers’ laws include; The descriptions Act 1978, which makes it illegal for Halifax as a business to give misleading descriptions of their services and products. The consumer safety Act 1978, which make sit illegal to sell goods, which may be harmful to customers. The consumer protection Act 1987, which makes it illegal, amongst other things, for a business to claim that its prices have been reduced when they have not. It also makes suppliers responsible for any injury that results from defective goods. The consumer credit Act 1974, which requires Halifax to have a specific licence because it offers credit otherwise they will be committing an offence. If the law has been broken, customers can take Halifax to court. This may cause the business money and give it a bad reputation. That is why they make sure that they do not break the law. Halifax also makes it certain that customers are happy with the services they provide. Details of all customers’ complaints are recorded. This is done so that there is a record of what action was taken in case the customer wishes to take the complaint further. Recording the data also allows staff and management to use it for capturing customer details. The nature of complaint and the service involved is recorded and quite often the name and address of the person complaining is recorded. Halifax has a special service desk for dealing with customer complaints, and also specially trained staff. When customers approach with a complaint Halifax staff make sure they: * Listen to them carefully * Reassure them that their complaint is being taken seriously * Decide on an appropriate action * Apologise if the business is responsible * Record the details of the complaint * Record the action taken Checking that customer’s complaint is valid Halifax won’t take customers’ complaint seriously if it’s something, which is not their fault. For example, if your current account has no overdraft facility but you regularly overdraw the account, you can’t really complain if Halifax charges you for doing so. If, however, charges on your account push the balance into the red, it should not charge you for being overdrawn. Halifax deals with complaints about something in relation to: * Customer expectations not met * Late delivery * Incorrect information * Waiting/queuing times * Attitude of staff * Faulty service products * Statement errors What happens next? If a customer’ complaint is something Halifax has the power to deal with, they will usually start by seeing if they can help the customer to resolve matters in an informal way. One of their staff (usually called a caseworker) will take a fresh look at the facts and let the customer know how they think the customer could reach the agreement. This approach is often called mediation. If a customer has a problem, Halifax can always help They aim to offer customers the best possible service, but there may be occasions when customers feel they have cause for complaint. If so, Halifax will always try to resolve the problem quickly and to your satisfaction. If the customer is unhappy with their response, he/she can take his complaint further through their complaints procedure outlined below. Following Halifax’s complaints procedure does not affect a customer’s legal rights. 1. Where the customer first makes his complaint Halifax aims to resolve customers’ concerns within 24 hours. Sometimes it may take longer to look into the matter fully. If this happens, they will let the customer know within five working days who will reply. The people a customer first raise the matter with are often able to help, but there may be occasions when a specialist area needs to be involved. If the customer doesn’t know who to contact, they can: * Call Customer Relations on 08457 25 35 19 * Textphone Customer Relations on 08456 00 17 50 (if you have a hearing impairment) * Write to them at: Halifax plc Halifax Customer Relations Trinity Road Halifax HX1 2RG They will then arrange for the right person to look into and respond to the customer’s concerns. 2. Customer Relations In the unlikely event that the customer remains unhappy, he /she can ask for his complaint to be referred to a Customer Relations manager for further review. If the customer is still not satisfied he can, at this stage, ask the Financial Ombudsman Service to help, or for service-related complaints about Halifax Estate Agencies Limited, the Ombudsman for Estate Agents The Halifax supports fully and is a member of both the Ombudsmen Schemes. These are impartial and conduct independent investigations. Ombudsmen addresses For most complaints about Halifax products and services customers can contact: The Financial Ombudsman Service South Quay Plaza 183 Marsh Wall London E14 9SR Phone: 08450 80 18 00 email: enquiries@financial-ombudsman.org.uk Website: www.financial-ombudsman.org.uk For complaints about Halifax Estate Agencies Limited: The Ombudsman for Estate Agents Beckett House 4 Bridge Street SALISBURY SP1 2LX Phone: 01722 33 33 06 email: admin@oea.co.uk Website: www.oea.co.uk Types of customer records Halifax uses Market research The final method of monitoring customer service satisfaction is through market research. Market research is a formalised method of obtained feedback and information from customers or potential customers about services that are available or soon to be made available. In Halifax, obtaining feedback from customers is essential in learning how to improve the service offered. The process helps Halifax to understand: * The nature of the service from the point of view of the customer. * What the customers are wanting. * What the customer thinks of the organisation. * What will make the customer feel valued? * What sort of initiatives the customers would appreciate. Halifax is able to show that business decisions are supported by information and evidence gained through research. Therefore through market research, Halifax is able to identify customers’ opinions about: * Interest rates charged. * New and existing services. * After sales service. * The quality of customer care provided by Halifax. Business decisions about these issues can then be made based upon the results of the research. Halifax sends out customer service questioners to 200,000 customers every six months, asking for their opinions on their branch. In addition, ‘mystery shoppers’ posing as potential customers visit and phone the branches to ask for advice. Each quarter, every branch in Halifax network receives two visits and two phone calls from the mystery shopper, who then fills in the research form and marks the branch on factors such as courtesy, speed, and phone handling techniques. All the results are included into a customer service index for each Branch. The findings are also published internally or all to see, with awards for those branches with the best achievements. The market research I undertook about Halifax provided some interesting results. I decided to measure how much customer satisfaction dictated future buying intentions. The research divided the customers into one of three groups: * Those with problem that had been resolved * Those with a problem that had been recently dealt with * Those whose experience of the bank had only been positive As was predictable, the customers who remained dissatisfied were the ones least likely to buy any more of the building society’s services. However, surprisingly, those customers whose problem had been dealt with quickly and efficiently were more likely to use Halifax’s services again in the future than customers who had never experienced a problem. 80% of the customers were happy and 20% were not happy. Among the unhappy customers some of them did not visit the branches often nor use Halifax’s machines. Customers responded positively to open, polite and helpful advice provided by Halifax, even if the outcome was not what the customer was seeking, e.g. applying bank charges. Findings similar to Halifax have emerged from other customer attitude surveys undertaken across a range of businesses. The results of my surveys indicate that by keeping the customers happy, the organisations will retain existing business and will increase future revenue from existing customers. It is essential that a manager act upon any feedback gained through market research. Customers who provide feedback through market research are usually given recognition by Halifax. I also found out that when Halifax do their market research through the surveys, they thank their customers for their time and effort. This is in the form of a card, letter, or telephone call. A number of methods are used by Halifax to find out what the customer thinks of and wants from the service. These include: * Postal questioners. * Personal interviews. * Telephone interviews. * Consumer panels. * Customer feedback forms. Complaints records In Halifax, recording customer complaints and implementing changes to ensure that the customer is not dissatisfied for the same reason again are ways to monitor customer satisfaction. Customers are provided with a system where they feel comfortable about recording a complaint. Only by doing so can Halifax ensure that they are fully meeting the needs of all their customers. When Halifax is dealing with customer complaints, they normally take the customer’s details. This normally helps them to be able to contact the customer when necessary and to know who they are dealing with. Customer Surveys Customer surveys are used to get inside the customer’s mind and learn what they are thinking about Halifax. Surveys can determine customer satisfaction, complaints, compliments and questions. Halifax likes to know what their customers are thinking because it helps them improve or tailor their services. Feedback can be a great source of information. Customer surveys can sometimes be a core competency of Halifax. Surveys can be administered online, in person or even via phone. Surveys should be constructed to pull the most valuable data from employees so that Halifax can later use that data for the betterment of the company. Savings and Debit cards When opening up savings or bank accounts, the staff records your personal details and keep them for further reference. At times this is used to contact customers to participate in surveys, to take advantage of new offers, etc. Internal Complaints When the employees make a complaint, Halifax also takes down their comments and again their details. Personnel records The personnel department keeps records of all employees on the payroll. This includes personal information (name, date of birth, address) as well as details of rates of pay, tax, and national insurance number. The records are confidential and should not be accessible to unauthorised personnel. These records are taken during recruitment. Recruiting When recruiting, managers take employees details for further reference. This helps them to know how much they deserve to be paid to know their retirement age, etc, which can be utilised by the firm to provide good internal customer service. The customer service provided in Halifax and improvements In Halifax, The desire to improve and be the best helps motivate staff by providing them with a challenge. It gives employees the opportunity to suggest ideas, use their initiative and participate in the development of the organisation. Excellent customer service provides a focus for all staff to work towards and results in increased job satisfaction for the employees, as well as increased customer satisfaction. Excellent standards in Halifax’s customer service can only be achieved by having a system that enables them to constantly review and improve the service offered. What is an acceptable standard for a customer today will not necessarily be an acceptable standard tomorrow. Constant improvement is essential. Because Halifax is an organisation seeking to improve the quality of customer service offered, it set quality service standards, which are: * Clearly explained * Realistic for employees * Easily measured Having clearly defined standards and a process to monitor those standards gives employees a goal to work towards. 1. Providing information Staff in Halifax provides customers with information, by letting them know what the business has to offer. The information provided is mostly through leaflets and focuses on: *Lost or stolen cards. * Mortgages * Bank Accounts *Loans * Savings and investments *Insurance * Share dealing. The problem to some members of staff is that they provide wrong information to customers. This happens when they are not sure of the answers to the questions being asked by the customers. Halifax improves this by re-training the staff who have the duty of dealing with customer enquiries. They also provide leaflets containing information of the services they offer. 2. Giving advice Customers often expect advice about the services they know little about Halifax. This is likely to happen with mortgages. When people want to open up accounts from Halifax they expect to receive clear instructions and advice on how to use and maintain them. When a business or an individual goes to the bank, they expect that the staff will know a great deal about banking and that sound advice will be given. But in some cases it does not happen. This is because the member of staff gives wrong advice about the service provided and sometimes it leads to the customer changing him/her mind about opening up an account with Halifax. For example when I wanted to open up an account with Halifax, I was told to bring both my parents passports back with me. I was really shocked by that and was wondering why every Bank does not ask for that. Anyway I suddenly gave up because the passports where with the home office. After three months, I called Halifax’s head office to ask them why I needed my parents’ passports to open up an account yet I had my own passport. The lady on the phone said that it is not right and I should go back to them and tell them that. I spoke to the manager and she said that it is all right for me to use my own passport since I am seventeen. This is why Halifax should train the members of staff going to give customers advice and ensure that they have good knowledge of the service product and procedures. Halifax gives advice on What is the suitable account, loan or action? What is the best mortgage? What is the cheapest way to pay for mortgage? How to use the accounts and cards. How to store and look after the cards. 3. Tailoring the service to what the customer wants Halifax’s staff ensure that customers get what they really want and are satisfied with the services. They know that is what will make them come back again. So staff work out very carefully what customers want and need. They know that customers want to be served quickly and efficiently but sometimes the queue is too long because some tills are not utilised. This really annoys the customers and makes them to leave and maybe pay the money to another account they have in a different bank. Halifax should improve this by letting another member of staff cover for the other if they have gone for their breaks and by making sure that any member of staff who is off sick is covered by using staff who do shift work. 4. Providing credit facilities Halifax accepts payment in a variety of ways for example cheques, cash, account transfers. This makes payment more convenient for customers. In the 1990s, Halifax has been facing a great deal of competition and one way of attracting customers is to offer better credit packages than competitors. Actual details of credit terms have therefore become highly variable and now Halifax is trying so hard to provide the best deal. Halifax is required by law to publish the APR and this does allow some basis for comparison. APR (Annual percentage rate of interest). This shows the actual rate of interest that borrowers must pay on average over the full period of the loan. But in some cases, some customers do not receive their interests which cause complaints and this results to the business loosing customers if the others hear about one’s complaint. This is normally caused by errors on the computers, which they use to automatically offer interest to an account according to its type. So to improve this problem, Halifax management and staff should make sure that the machines are checked regularly to prevent unnecessary errors lik e that. 5. Credit They also offer credit cards to allow customers to buy goods and services and pay for them when they receive their statements from them, usually at the end of the month. When a customer uses a credit card to pay for an item the shop demands its claim for payment back to the Halifax that then pays the shop. Because Halifax must wait for payment from the customer, they usually charge the shop for the right to let customers use the credit card. This explains why the major supermarkets and a growing number of major stores are now offering their own credit cards. For some credit cards, a high rate is charged which makes Halifax lose its customers. They have improved this by putting the rates at a lower charge in order to attract more customers. 6. Administration This is the management of services that help to support the smooth running of department. Every department in Halifax carries it out. These general administration functions might include; 7. Reception This includes greeting people visiting a specific branch, dealing with their enquiries, and taking outside phone calls and connecting customers to right departments. It is also known as the customer service department. When customers come in the branch to make enquiries, in most circumstances there is a long queue. This really annoys customers in that they will complain and give pressure to the member of staff attending to them which will lead to her making mistakes and giving wrong or incomplete information to the customer she is serving. This can be improved by letting the members of staff who are available (not doing any work at that moment) to help out on the reception. This helps Halifax to deal with customers courteously and promptly. 8. Security Ensuring the security of the building property and staff. If there is no security in Halifax, people’s money will not be safe hence loosing customers because all they want is security and trust from the building society. To improve this, CCTVs are installed in the building to keep track of all that is going on in the premises. Most people who come into the Halifax and find it untidy and dirty get the wrong impression and neglect opening up accounts with them. This has been improved by arranging for outside contractors to clean the building, and cater for staff. The clerical work of making records managing records, filling, photocopying. Organising meetings, keeping minutes. Ensuring that internal communications (within the department) operate smoothing. Ensuring the department staffs arrive on time, have the facilities they need and have been paid. Each department will operate in a slightly different way, so it is highly that different departments will have some administrative tasks that are unique to that department, e.g. The human resources department will have to ensure that it has a complete and accurate database of all employees, with contact addresses and telephone numbers. 9. Providing an efficient service This is done when keeping appointments, Replying to enquiries within the shortest time possible, Fast, efficient and friendly service, helping and assisting the customer, answering all telephone calls within five seconds and following the basic principles when communicating with customers on the telephone. Sometimes all this is not done by the employees. They become rude to the customers and act like they have been forced to do their work. They do this by being very slow when serving on the checkouts and not speaking loudly and clearly on the phone. 10. Ensuring that replies to requests for information are with the customer within a reasonable period of time e.g. three days. Documentation is always up to date and accurate. Letters are addressed personally, well typed and without spelling errors. 11. Dealing with customer complaints Sometimes customers’ complaints are ignored or forgotten about because the member of staff has too much work to do which makes the customers loose interest in Halifax. This can be improved by setting up a Procedure for dealing with customer complaints and problems and since sometimes the procedure is not followed, they should improve this more by establishing a customer service department in each store, appointing a member of staff to be in charge of customer services, Communicating effectively with customers and ensuring that customer complaints are dealt with to the satisfaction of the customer. 12. Reliable systems, facilities and procedures Sometimes when customers come into a Halifax branch to open up an account, they find that the phone or computer does not work. This annoys them and either walk out or complain to the staff, which will disorganise the other services. That is if the customer makes a scene. This is improved up setting up quick and efficient technology with good backup, making sure that customer facilities are kept in good working order, by understanding of procedures by all employees The financial sector is a fast moving and rapidly changing environment. Many of these organisations rely on call centres to handle the huge numbers of enquiries received. Unfortunately high staff turnover is a major problem within many branches, so recruitment of the right candidates as quickly as possible is essential. Recognising the need to make quick recruitment decisions, that are valid, objective and more cost effective, Halifax Plc developed a new recruitment process, which met their criteria. Some years ago the Halifax implemented a competency-based application form, using job relevant competencies that are scored through a standardised procedure, and found they could make initial selection decisions quickly, confidently and objectively. For this project the Halifax saw the need to review their competencies in the light of organisational changes. They reviewed their initial selection process, to ensure that the competencies to be used were still appropriate given organisational changes, and the increased organisational emphasis was on business related competencies. The first stage involved reviewing a number of job roles to identify the key job tasks. The results from this early stage were used to develop a telephone checklist. The checklist is used as an initial sifting mechanism, aimed at ensuring that applicants are aware of job demands before they are sent the application form, thus reducing the administrative burden. Before the final structured application form was written a concurrent validation was conducted on a trial group of current job incumbents to identify the key competencies. It was found that specific competencies from the application form correlated highly with manager’s ratings of performance, additionally these competencies also correlated highly with the Customer Contact ability test scores of job incumbents. This suggested that people with higher scores on the competency based questionnaire and the ability tests are far more likely to perform better in the job than those applicants who perform poorly on the competency based application form. The Halifax is just one example of where Structured Application Forms have been used successfully. 12. Employee feedback system An employee feedback system is a structured approach to recording employees’ views and suggestions about the service provided and ways in which to improve that service. In Halifax, employees deal with the customers’ daily and therefore are able to provide useful advice and information to the employer about the views of customers and whether the service provided meets the needs of the customers. Very often, the employees can make valuable suggestions about how to improve the quality of service offered. 14. Quality review system This is a structured system in Halifax that enables an employer to determine the quality of service being offered to customers and the response of customers to that service. A check sheet or rating form can be used to identify the key areas to be audited. The manager will use the form to review at regular intervals the standard of service provided and customers’ responses against the criteria. An employer quality review system involves the manager being out where the customers are and seeing the activities taking place. The system involves the manager observing, examining and evaluating the quality of service offered by different employees in different sections or departments. The manager also listens carefully to customers’ questions, because the issues raised forms part of the evaluation of customer service. A description of any legal constraints affecting the customer service situation There are five main Acts of parliament Halifax knows and they understand the rights they should give to buyers. Most of these Acts are joined towards firms that sell products rather than service products. The sale of goods Act 1979 and 1995 One of the most important Acts today is the sale of goods Act 1979. It covers the fundamental requirements of purchasers, i.e. that goods must be: * As described which means that they should conform their description for example water proof must mean that the items do not leak. * Of satisfactory quality in relation to the price paid, the description, age of the item. * Fit for the purpose for which they are intended which means that goods must carry out the purpose they are made for, i.e. a pen must make a clear legible mark. * The goods must be for a specific purpose the buyer has made clear to the seller at the time of the sale. The supply of goods and services Act 1982 The service standards are affected by this Act. It states that all services should be carried out: * For a reasonable charge * Within a reasonable time * With reasonable care and skill * Using satisfactory materials The consumer protection Act 1987 This Act relates to price and safety. The consumer protection Act is enforced by Trading Standards Officers. It is also an offence not to cooperate with Trading Standards Officers during any investigation. Under the Act it is an offence: * To mislead consumers as to the price of goods, services, accommodation or facilities (e.g. by missing out the VAT when quoting the price) * To mislead consumers over sale prices and claim exaggerated price reductions * To supply goods which are not reasonably safe. The trade description Act 1968 This Act is designed to prevent the false or misleading description of goods, e.g.: * Selling goods, which are wrongly described by the manufacturer. * Implied descriptions, e.g. a picture on a box, which gives a false impression. * Other aspects of the goods, including quantity, size, composition, method of manufacture etc. Usually the spoken word of the seller overrides the written description of the goods as the buyer can rely on the expertise of the salesperson. However, this is obviously harder to prove if there is dispute. The consumer credit Act 1974 This is more applicable to Halifax and requires all businesses, which offer credit to have a specific licence otherwise they will be committing an offence. The Act provides for: * Customers who sign credit agreement in their own home to be allowed a cooling off period of five days. During this period the customer can change her mind or cancel the agreement without any penalties. * Customers to demand within 28 days that retailers provide details of the name and address of any credit reference agencies, which have been used to ascertain their credit worthiness. It is an offence for a retailer not to do this. * The credit reference agency to provide full details to the customer if the request is made in writing, and small administration fee is paid. Any incorrect information must be corrected if further information is provided by the customer. * Advertisements offering credit must include the title charge for credit and the APR (annual percentage rate of charge). The Act also restricts the way in which advertisements are worded and the prominence of financial information relating to charges. * Sellers must provide written details of credit terms if requested by the customer in writing or orally, either in person or on the telephone, unless such a quotation has already been provided. The Health and Safety at Work Act 1978 Not only do employees have a right to expect employers to provide a safe, working environment, they also have a responsibility to ensure the Health and Safety for existing and potential customers. The Health and Safety at Work Act requires employees to: * Take reasonable care for the Health and Safety of themselves and others who may be affected by what they do and what they fail to do. * Cooperate with employers in fulfilling their duties for Health and Safety. Employees who fail to comply with health and safety regulations may be prosecuted. The requirements basically mean that employees must not act recklessly at work. They must follow safety procedures. They must take reasonable care in carrying out their duties and employers should fulfil their obligation as prescribed in the Health and Safety at Work Act. The sex discrimination Act 1975 This Act makes it illegal for anyone to be discriminated against on grounds of gender either directly or indirectly. Even if this is done unintentionally, the organisation is still guilty. So Halifax has to comply with the provisions of this Act. Race relations Act The race relation Act is very similar to the sex discrimination Act. It makes it illegal to discriminate in the work place on the grounds of race, colour, nationality or ethnic origin. Disability discrimination Act Under this Act it is illegal to discriminate against a disabled person in the recruitment and selection process, the contract of employment and the conditions of pay, provisions of training and promotion opportunities, treatment with the workplace. Halifax is expected by law to comply with the provisions of the various Acts. The Health and safety Act 1978 affects both the internal and external customers. Implications of not complying with the provisions of the consumer laws or legal requirement are: * Costs: legal costs of going to court and compensation. * Bad reputation: Negative / Bad publicity hence loss of customers leading to the company collapsing. The roles of the employees in providing good customer service Internal customers Halifax has so many different branches throughout the UK. All of these are internal customers’ to the regional or ‘head office’. Staff working for Halifax are the internal customers. Managers in Halifax want to get the most out of your employees. Generally, the better their employees perform the better their department or company will do. Recruiting the right people Recruiting the right staff is a crucial component of creating the workforce profile Halifax needs to achieve its organisational objectives and they take careful planning and consideration to recruit successfully. While Halifax wants staff who can do the job they’re offering and who are interested in it, the crucial factor in choosing the right team is personality. The managers can teach them the job, but they can’t teach them how to be the right person! Because managers are responsible for recruitment and selection decisions in Halifax, they are aware that hiring or losing staff can be costly, especially if they get it wrong. Smart appearance of all staff Customers will often assess the quality of Halifax by the appearance of the staff. This has been improved by providing them with uniforms which all of them have to wear and this helps the customers to recognise the members of staff easily. Politeness When employees understand and feel a part of the larger picture they provide better customer service because they feel better about their roles and understand the critical nature of their jobs to the overall success of Halifax. A positive and helpful attitude goes a long way toward having satisfied customers, and is important for a positive environment with co-workers. Employees in Halifax know that they should always be polite to customers and be very helpful. Arriving at work on time Employees make sure that they arrive at work on time because they know that if this is not done, they will lose customers hence loosing profits for they company. When they arrive on time, the branch is also opened on time. Teamwork Teamwork is an important part of building a quality Halifax. Having Halifax work like a team involves getting all of the team members to work together towards one common goal. Teamwork through employee training programs can help Halifax team achieve that goal. Teamwork helps the staff first identify the goal it is working towards, whether that’s increasing sales or improving customer service. Once the goals are identified, then they can work on whatever issues may be currently preventing them from achieving those goals. After those issues are addressed, the employees can more effectively work together as a team. Team works can build communication skills and employee motivation. Both of these items contribute to a more successful team and organisation. A successful organisation means more profits, happier employees, and fewer turnovers. The results from a team building exercise can actually help Halifax perform better as a whole. Halifax can benefit by taking time and resources to help their employees achieve their goals by putting them in training program and giving them skills they didn’t know they needed. Teamwork is part of an employee development program that can really benefit Halifax. Health and Safety Health and Safety policies are integral in Halifax business operation. They ensure that the law making employers responsible for the health, safety and welfare of all employees at work is followed. They also help employees to understand and accept their responsibility for their personal behaviour at work as it affects their own, and others’ health and safety. Good Health and Safety procedures ultimately save money and prevent lost time through injury and illness. Because Halifax has more than five employees, they have a written Health and Safety Policy and bring a published Statement to all employees’ attention. Employees are informed that behaviour against the Health and Safety policy is a disciplinary offence. Part of the Health and Safety procedure is to notify the appropriate enforcing authority for registration, at least one month before servicing starts. Authorities are: * Health and Safety Executive This body, besides providing information for businesses, ensure that Halifax meets the regulated standards for: * Escape routes * Storage of materials * Ventilation * Lighting * Hygiene Carrying out their duties All employees make sure that they carry out their specific duties. Managers should be able to carry out their duties by making sure that employees are happy. They can do this by: Motivation Halifax cannot succeed if their employees are motivated to do a good job. You can motivate employees in any type of work environment. Employee motivation is one of the many keys to Halifax’s success. Employee motivation can be achieved through a variety of ways. Employee training programs can be administered on a regular basis. Making an employee feel like they are an important part of Halifax also increases motivation. Appraisals In Halifax, members of staff are interviewed on a regular basis by their line manager and assessed on their performance. It is also an opportunity to discuss any problems and to determine any training and/ or training needs. Performance may be related to pay or bonuses. Care should be taken not present staff appraisal as a hostile or intimidating ordeal. Praise Managers make sure that they praise their staff when they have done well. This makes them happy and also do their job better because they know that their bosses appreciate. Training Managers in Halifax want to get the most out of your employees. Generally, the better their employees perform the better their department or company will do. In Halifax, it is not always possible to find someone who is perfectly suited to a job, with all the necessary skills and experience. They are likely to need some training. This is made even more likely by the fact that as working conditions change, due to new technology, reorganisation, expansion and so on, staff will need training to be able to meet the new challenges. Managers may also provide staff development to enable them to broaden their existing abilities and experiences and to help them achieve their potential for Halifax building society. Finally, motivated staff, teamwork, etc, ensures that employees are committed to their work. Commitment from and carrying out duties and responsibilities by all employees are the prerequisite for good customer service. Good customer service requires input from all employees, and not to be the duty of frontline staff alone.

Financial Statements for Internal Reporting vs. External Reporting Purposes

Financial Statements for Internal Reporting Purposes vs. Financial Statements for External Reporting Purposes It is common in most companies to maintain two set of financial statements; one being used/presented for internal reporting purposes and another for reporting externally. Internal reports are used primarily to aid management in the decision making process throughout the course of the business. These are subject to internal audit to make sure that all information reported are fair and correct, safeguard the assets of the company, assure compliance to laws and regulations, etc. The company employs the internal accountants and therefore, unregulated, although there are international standards for internal auditing. External Reports on the other hand, are to provide information on the financial position, performance and changes in the financial position of the company for a variety of users such as the government, shareholders, financial institutions, employees, vendors, and the public itself. These reports should be very understandable, and are assumed to be read by users who have reasonable knowledge on financials and business, and for those who are willing to study the information diligently. Most of the external users depend completely on these reports for their decision making. The reports are expected to be reliable so the companies should employ external auditors that are independent from the company. This is to avoid conflict of interests and bias towards the information presented by the company. Ideally, the financial statements that are audited by the internal auditors should be the same as the statements that would be subject to external audit. The problem arises when the company decided to report financial statements that are entirely different from the internally used and that of externally used. But still the intention of the company why it reported two different reports should be considered as well because that is where the ethical issue starts. If the company’s primary intention is to conceal the truth to avoid tax penalties, attract more investors, or lure a vendor to give a high credit limit, then the ethical standard of utilitarianism, rights and duties as well as the fairness and equity are violated. For utilitarianism approach, the external users will surely not benefit from the concealment. Their investments, assets, as well as the benefits from taxes are at risk. Only the company will benefit from it. In terms of the rights and duties approach, the shareholders has all the rights to know the true standing of the company and the duty of the company is to provide them the truth. The issue on fairness and equity is that other users may be able benefit from some concealment while others may not. Maintaining two sets of Financial Records/Statement has been a long practice for almost all if not all major companies worldwide. An example of which is the manner of reporting sunk costs. Companies do recognize sinking cost in the Financial Statement. While this could be creditable as expense for tax accounting purposes, the said cost is no longer relevant for management decision thus no longer required in the books for Internal Purposes. Keeping two books would allow company executives to better examine items that matter to them especially those which affect the company in the future. There is nothing wrong in maintain two sets of books specially if the reports are in accordance the accounting guidelines such as the GAAP or other statutory requirements required by the government where the company operates and are prepared in accordance with the Bureau of Internal Revenue regulations. As explained above, the books for internal management are for their use only and need not be shown to the public or used in taxation purposes.

Business Performance of Leadership

Choi and Kim (2014) opined that leadership is the capability of the management of a company to make vital decisions, inspire as well as motivate others to perform their work in the workplace. Effective leaders can set as well as achieve challenging goals, take decisions at difficult situations, calculate the risks as well as persist in the face of failure. The characteristics of a good leader are to manage the workplace, have communication skills as well as self-confidence. However, the IT leaders are different from other leaders. Loveridge (2014) argued that the IT leadership is the group of the senior executives those are responsible for implementing an IT infrastructure as well as applications that can drive the IT business strategies. The report is based on the leadership in the IT business of Australia and its importance for the business. The selected organization for this report is Melbourne IT. It reflects on the impact of the leadership on the success of the IT business. Leadership style is also discussed in this report for the IT leader. As the business is based on Information Technology, therefore the leader face IT challenges in their business, and respective solutions are also given. Australian IT businesses are facing innovation shortfalls and failure in the development of the leadership programs. The selected IT business for the report is Melbourne IT and as the leader of the business, different leadership functions are conducted. Melbourne IT is an Australian Internet company with its primary business is the registration of the domain name. This IT business also provides the web as well as email hosting services as well as online marketing services to the Australian population (Melbourneit.com.au 2015). When it comes to achieving business success, most of the leaders of the organization think of a strategy which most of the business comes up with. The following are some of the quality traits that should be there within a good leader who leads an IT business organization: Character: The leader requires to be trusted as well as known to live their life with honesty (Katsos and Fort 2016). As in the current era, technology becomes the most vital needs of the population; therefore, the leaders should do the delivery of the IT services from respect for the good character as well as trustworthiness of the person who leads the business. Communicate: In order to reach new benchmarks of achievement, it is required an art of clear communication (Anvari et al. 2014). With good communication skills, the leaders are also required good listening skills that help to drive results and hear to the employees. As a leader of the organization, it is the responsibility to respond to the employee’s concern and questions. Direction: The leader can work to achieve the goals and objectives of the organization. As a leader of an IT business organization, the leader can create impressive change within the organization as the use of technology changes day-by-day (Harney 2016). The leader can act according to the needs and requirements of their customers and provides with better IT service delivery. Optimistic: The leaders are the source of the positive energy. They are helpful as well as concern for other’s welfare (Almog-Bareket 2012). In order to avoid personal criticism, they start to gain the consensus of the employees to work effectively as team members.   Honesty: The leader should be ethical, believable; honesty as well as reliability forms the foundation of the business success (Marco and John 2013).   In order to avoid conflicts, the leader shares information openly to the employees. An IT leader encompasses of two various types of leadership styles such as transformational as well as transactional. The transformational leadership inspires the followers by raising consciousness about the specified values and motivates the followers in order to address the high level of personal needs (Minavand 2013). As this particular report is based on an IT business organization, Melbourne IT, therefore this style of leadership plays an important role as the leader works with the subordinates in order to identify the required changes and create an organizational vision in order to guide changes through inspiration. As a transformational leadership style, the leader is focused on increasing the effectiveness of the organization. This style of leadership stresses that the leader understands as well as adapts to the followers motives as well as requirements (Brandt and Uusi-Kakkuri 2016). An IT leader has the responsibility to achieve good role models who can empower the staff me mbers in order to achieve higher standards. In the last few years, many transformational changes are taken place in technology. As for example, the development of computing technology by Apple, Intel was the transformational events that are taken place. Steve Jobs, the co-founder of Apple transformed their business processes through the software applications as well as high-speed microprocessors. At Apple, Steve Jobs is seen as a leader who has an idealistic vision to provide computers as a tool to change the world (Davenport 2014). Jobs were passionate about the company as well as enthusiastic about the announcements of products. Figure 1: Transformational Leadership Style Apart from this leadership style, another type of style is transactional leadership that focuses on the exchange, which occurs between the leaders as well as followers. The leader can have a concern with maintaining the normal flow of the business operations (Minelle 2014). Disciplinary powers, as well as an array of incentives, are used to motivate the employees to work. This style of leadership conforms to the existing structure of the IT business as well as measures success as per the organizational system of rewards as well as penalties (Antonakis and House 2014). Performance review is required to judge the performance of the employee. Steve Jobs also acts a transactional leader who directs their efforts through tasks as well as structures. Steve influenced the employees for a strong desire to work, shared their passion with the staffs as well as provided with the organizational vision (Moors 2012). The leadership style of Steve Jobs is desired to create great products that would give enjoy to the clients by using it rather than the products that bring profit to Apple. Figure 2: Characteristics of Transactional Leadership Style Both this style of leadership is required to guide the Melbourne IT to success. The transactional leader provides with an ability to address small operational details that on the other hand, the transformational leader is crucial to the strategic development of the business. Apart from this, the transactional approach features both positive as well as negative enforcement while the transformational leadership features both motivation as well as inspiration (Salovaara and Bathurst 2016). Transactional leadership appeals to the self-interest of the individuals, and transformational leadership focuses on the group progress. There are various challenges that the IT leaders are facing in Melbourne IT business organization: Rate and pace of change: According to Moore's law, the doubling of the speed of the computer processing takes place every 18 months. It is one of the manifestations of the technological trend that all the changes occur at exponential rates (Sethuraman and Suresh 2014). Due to the exponential rate of change in the technology, the IT leader is also making changes according to the business requirements. This rapid change in the business affects the leadership quality.  Ã‚  Ã‚   Complexity in the integration of the system: Sometimes, change in the system becomes complex. Therefore, the leader is not able to cope up with the complex situation, and it affects their responsibility as a leader (Brandt and Uusi-Kakkuri 2016). Due to rapid change in the technology, the IT department of the company requires changing their IT infrastructure in order to meet the requirements of their clients. Ongoing pressure to cut the cost: Due to rapid change in the technology, the implementation of the new system requires more cost and budget. Therefore, it becomes a vital task for the leader to implement the new system within the estimated budget. The threat to cyber security: Cyber attack is the most vital concern for the IT leader as there is a high risk of threat of hacking of the information from the database system (Ali Shurbagi 2014). The main function of the IT leader is to give high-security measures to the client's information so that any third party person cannot access it. In order to exploit the technology as well as information is fast becoming a prerequisite for the leadership programs. The IT leaders must help the company to value their business as possible from the technology (Sethuraman and Suresh 2014). The following are the solutions that the leader should follow to have a great role in technology decisions and cope up with IT challenges as: Information Technology Leadership Development Program: It is one of the best solutions for the IT leader to change their character according to the change in technology (Antonakis and House 2014). This program takes the IT leader in the IT application management, operations, technical services as well as IT planning for Melbourne IT. The development program gives a full-time position to the leader with benefits as well as design in order to create a sustainable career path with Melbourne IT. The building of strategic IT leadership skills: A strong IT leaders can create a clear vision for the future, a design of the competitive strategy for the business; create an agile as well as flexible culture for Melbourne IT. Consultation with the IT business analyst to develop a new existing system for the business: Due to change in the technology, the business leader can develop and implement a new legacy system for their organization with the help of the IT business analyst (Salovaara and Bathurst 2016).   With consulting their ideas with the analyst, they can implement such a system that should be beneficial for the organization in the future. Take the ownership of information: The vital part of managing the information technology is to manage the data quality as well as accessibility (Marco and John 2013). The IT business leader is responsible for the usability of the data gathered as well as stored in the technology and service. The IT providers should have required integration capabilities, but the leader does managing the information. Improve the technology vendor management capabilities: Technology vendors can double contract value when they are circumventing to the IT. The IT business leaders can also look in order to corporate IT for guidance as well as support with the vendor negotiations (Antonakis and House 2014). One of the techniques to nudge in this direction is to measure the effectiveness of the vendor management as well as negotiations. It is concluded that the IT leader must be self-achiever, and they are motivated to become a proactive leader. Rapid change in the technology produces a chaos situation of the leader, and they must be ready to cope up with the technological change. In this report, two types of leaders are used such as a transactional style of leaders such as they used to motivate through the system of rewards as well as penalties. The manager’s use this style and it is focused on the basic management process to control, organize as well as do short-term planning. The leader can act as indicated by the necessities and prerequisites of their clients and offers with better IT administration delivery. As a transformational leadership style, the leader is engaged to build the adequacy of the Association. This style of initiative anxieties that the leader comprehends and additionally adjusts to the followers thought processes and necessities. The transformational leadership inspires the followers by raising consciousness about the predefined values and inspires the supporters to address the high state of individual needs. Therefore, these two types of leadership style are to be in an IT business leader. Ali Shurbagi, A., 2014. The Relationship between Transformational Leadership Style Job Satisfaction and the Effect of Organizational Commitment.  IBR, 7(11). Almog-Bareket, G., 2012. Visionary leadership in business schools: an institutional framework.  Journal of management development,  31(4), pp.431-440. Antonakis, J. and House, R., 2014. Instrumental leadership: Measurement and extension of transformational–transactional leadership theory.  The Leadership Quarterly, 25(4), pp.746-771. Anvari, R., Irum, S., Shah, I., Mahmoodzadeh, N. and Ashfaq, M., 2014. Determinants of Information Technology Leadership Program.  Review of European Studies, 6(2). Brandt, T. and Uusi-Kakkuri, P., 2016. Transformational Leadership and Communication Style of Finnish CEOs.  Communication Research Reports, 33(2), pp.119-127. Choi, S.I. and Kim, D.I., 2014. A Study on The Effect Business Performance of Leadership on Global Corporate.  Journal of Digital Convergence,  12(10), pp.191-199. Davenport, B., 2014. From A to Google: How Technology Is Impacting Information and Leadership.Journal of Leadership Studies, 8(2), pp.41-45. Harney, B., 2016. Book review: Developing leadership: Questions business schools dont ask.Management Learning. Katsos, J. and Fort, T., 2016. Leadership in the promotion of peace: Interviews with the 2015 Business for Peace honorees.  Business Horizons. Loveridge, R., 2014. Leadership in the Innovative Organization.  Nang Yan Business Journal, 1(1). Marco, R. and John, F., 2013. The role of need for achievement in self-leadership: Differential associations with hope for success and fear of failure.  African Journal of Business Management, 5(20), pp.8368-8375. Melbourneit.com.au, 2015.  Melbourne IT. [online] Melbourneit.com.au. Available at: https://www.melbourneit.com.au/about-us/ [Accessed 5 Jul. 2016]. Minavand, H., 2013. The impact of project managers’ leadership style on employees’ job satisfaction, performance and turnover.  IOSR Journal of Business and Management, 11(6), pp.43-49. Minelle, F., 2014. Business Leadership for IT Projects.  PROJECT MANAGER (IL), (17), pp.47-47. Moors, G., 2012. The effect of response style bias on the measurement of transformational, transactional, and laissez-faire leadership.  European Journal of Work and Organizational Psychology, 21(2), pp.271-298. Salovaara, P. and Bathurst, R., 2016. Power-with leadership practices: An unfinished business.Leadership. Sethuraman, K. and Suresh, J., 2014. Effective Leadership Styles.  IBR, 7(9).

The case report Essay Example | Topics and Well Written Essays - 2250 words

The case report - Essay Example It is an intentional and goal oriented programme. Change can also be unplanned. This is when an organisation is forced by circumstances to change some or all of its processes, strategies, systems or any aspect of its operations in order to remain in operation or perform better. In this case change is reactive. Apart from whether change is planned or unplanned, there are also different perspectives on the nature of change process. The planned approach assumes that the change process is linear and carefully crafted with several identifiable steps, which follow, in a sequential order. Another perspective, however believes that this linear, orderly fashion does not suit the complex and rapidly changing environment in which businesses operate. There is the issue of the locus of emphasis in initiating and implementing change programmes. Three schools of though have also emerged in this regard. There is the Individual Perspective School which believes that the locus of change should be the individual. The Group Dynamics School believes that organisational change should best be achieved through groups and that behaviour of individuals should be changed by influencing group norms, roles, and values. Then the Open System School sees organisations as consisting of several systems and also being parts of the larger system. Thus the internal subsystems interact among themselves while the organisation as a whole interact with the external environment. Changes in any parts of the system affect the other subsystems and also the general performance. TERMS OF REFERENCE: Report how to manage change for a case company Type of assessment - Individual Draft a job description advertising for a change agent suitable for this case organisation. From the points raised by the General Manager, Steve Humphries, it would be good to look at the following areas, which will form a yardstick on which basis decision as to whether or not change is necessary can be taken, what type of change, when and how. Let us look at the strengths of Polyflow Plastics & Packaging Limited: [1] Good contract from established customers [2] Sub-contracts from fellow competitors in the industry [3] Contacts all over London and South East [4] Customer satisfaction due to personal attention by the MD [5] Experienced workers [6] Big market in the packaging products line From the above, it can be noticed that presently there are good contracts both from organisations [established customers] as well as from competitors. From all indications, this has boosted the earnings of the organization and makes

Socrates, Plato, Aristotle Essay Example | Topics and Well Written Essays - 750 words

Socrates, Plato, Aristotle - Essay Example Despite the enigma that surrounds his life and his teachings, Socrates is today considered by many scholars to be one of the fathers of Western philosophy. His student, Plato, has done most of his thoughts and ideas that have been put down in writing because there is no record of his thought ever being written down during his lifetime. Based on this, it is very difficult to distinguish between the thought that was of Socrates and what was Plato is because it can be suspected that Plato may have put some of his ideas into the mouth of Socrates to make them seem more credible to his audience due to Socrates’ reputation. The dialectic method of enquiry can be considered Socrates’ most lasting contribution to Western philosophy, which tended mostly to be applied when dealing with moral matters such as what was good and just within the society. The dialectic method, which Socrates used, was first described by Plato when he stated that in order to solve a problem; this problem would be split into a series of questions the answers to which would eventually create a logical solution (McCall 1935 – 1936). The scientific method that is used today is heavily influenced by Socrates’ dialectic method of enquiry because a hypothesis for the solution of a problem is often the first stage in the scientific method. Socrates’ development and practicing of the dialectic method is what has earned him his place as one of the fathers of Western philosophy as well as the creator of the study of political philosophy, and moral philosophy.

High-Tech Olympics Essay Example | Topics and Well Written Essays - 250 words - 1

High-Tech Olympics - Essay Example One of the most interesting technologies presented in London Paralympics was running blades. From the enormous amount of money and time spent by researchers, the prosthetics have an ultimate purpose to improve the sports performance of people taking part in sports events. The other technology is the cheetah running blade which is the most desirable for sportsmen because of its high performance and extreme durability. The blades work like normal legs and can absorb high weight shock when running. Among other technologies used in the Olympics games, 2012 are the Olympic Torch, the design of the torch changes for each of the Olympics games. It includes two burners, an outer bright flame, and small inner blue flame; Quantum Aquatic Timers, which was created by OMEGA Company. This device has an improved resolution of 1 Â µs to the previous devices, so the resolution is about 100 times greater; Starting Blocks, which are used for starts in swimming; and TouchPads stopped by each swimmer through applying a pressure of about 1,5kg to 2,5kg. During the Olympic Games 2012, the cameras that were used include 3D HD, Driving Cameras, Sky Cameras, and Motion Cameras. As explained in the paper, the common method used to rank success of countries at the Olympic Games is a ranking order based first on the number of gold medals won, then silver and bronze. The planning and preparations for 2012 Olympic and Paralympics Games in London started four years before the opening ceremony. Identifyi ng the long-term impacts on people, communities, the economy and the environment are usually part of the planning. London became the first city which accepted games already the third time. The games were passed in London, the capital of Great Britain, from July 27 to August 12.

Hillside casr study 3 Essay Example | Topics and Well Written Essays - 750 words

Hillside casr study 3 - Essay Example The system holds relevant capacity and it is set to improve cash management. It seeks to streamline cash collection, Administration of records and determination of discount figures that would be sustainable. It is significant for the financial administrators at Hillside school to establish and understand the processes that the new billing system presents. This is to enable development of accurate decisions on when and at what point they should issue the discount with an aim to eliminate misappropriations or realization of dismal performance in the future. In particular, the new system presents a streamlined structure that defines cash collection effectively. The structure enables individuals to make credible choices from the available options based on set guidelines to boost performance (Barnard, 2008). The administration in a pursuit to improve student enrolment and effective collection of cash seeks to employ a discount strategy for individuals who make fixed payments. This is to ensure early payment of fees by students that would help in facilitating effective financial planning. In any setting, provision of cash discount influence consumers positively. Indeed, the new billing system presents a credible cash collection department where the discount figure should be developed. That is, the discount provided to fixed payees should be sorted at the accounts department to promote accuracy and accountability. The process would foster efficiency and effectiveness in terms of fee payment and collection. The school plans to give 5% discount to students who make prompt payments basic on fixed terms. The figure shows the cash transaction system where fee is collected from tuition and after care service centers. The system is to be upgraded with a discount payment program to facilitate the new initiative that is aimed at encouraging prompt payments. It stipulates that 5% discount is to be provided to students who make

What are the main uses of ultrasound in (i) an imaging department, and Essay - 1

What are the main uses of ultrasound in (i) an imaging department, and (ii) a vascular department If possible, relate your answer to observations of actual departments or centres - Essay Example Because of the clarity of the images, especially the 3 dimension and 4 dimension types, it is now possible to view the development of the foetus in the womb and the nature of a timorous growth in the breast among others. Vascular ultrasound is used to view pictures of the body’s blood vessels. The vessels are made up mainly of veins and arteries, which are differentiated by the direction in which they carry blood flow in relation to the heart. Veins carry blood into the heart while arteries carry it away from the heart. Vascular sonographies are therefore important in helping doctors to view the flow of the blood and any blockages or constrictions in the vessels carrying it. In this way, causes of problems such as strokes or coronary malfunctions can be easily identified1. A variety of this ultrasound technique is the Doppler technique, which is used specifically to measure the rate of blood flow in the vessels. It is obviously a very important intervention in case of hypertension. The Doppler technique helps in imaging the rate and direction of the flow of blood. It contrasts the blood from the vein by for instance showing the veins as blue in color while the blood is red. The colorful image s shown are not only picturesque and breathtaking but also give a very accurate display of the flow. Problems such as blockages or interruptions can also be easily noticed2. The type of sonography known as imaging is a noninvasive test method that enables medical practitioners to examine internal organs of the body without necessarily cutting the patient open. It specifically concentrates on a particular organ for a definite purpose. This imaging falls into three main categories. The first is the A-mode in which a single sound wave is used to scan a strait line in the body giving its image in terms of depth. This applies to the scanning of a tumor for instance. The B-mode involves a

What was the importance of inter-theatre mobility and lift in Gulf War Essay

What was the importance of inter-theatre mobility and lift in Gulf War 1 - Essay Example It also ensured sustainability and tooth to tail principles by causing convenience to defence department to deploy its troops and military cargo, the series of equipment and personnel far away from its geographical boundaries (Matthews and Holt, 1996). The air lift by employing specially skilled military personnel was also instrumental in success of USA during Gulf War1, Afghanistan War and Malta War. During this operation the USA exhibited its strategic mobility and forward presence through combined efforts from Defence Transportation System (DTS) i.e. the United States Transportation Command and its service components, and the civilian transportation industry which facilitated the allies of USA to gather an overwhelming military force to defeat Iraq and free Kuwait. The sustainability and tooth to tail principles of inter-theatre mobility ensured the sheer determination, hard work and dedication of the military and civilian personnel of USA and its allied nations during Gulf War1 and Afghanistan War. Inter-theatre mobility reduced the risk element for the forces in operation during this war when initial deployment of military forces of USA was considered to be the largest till date but failed in timely deployment of more forces in later phases (Department of Defence, 1992). In December, 2009, US President Barack Obama announced American plan to deploy 30,000 more troops to Afghanistan making its total strength to 1,00,000 and wanted to take help from Malta for bringing a quicker end to eight-year war (Xuereb, 2009). Three major components constituted the inter-theatre mobility of USA during Gulf War1 i.e. strategic lift aircraft which helped in flying cargo and personnel, ships for carrying the steam cargo from the United States, and preposition of military stocks or commodities of important nature nearer to war region. In Gulf War1, USA and its allied forces utilized airlift, sealift and

Integrated assessment on case study for Choc Deluxe Assignment

Integrated assessment on case study for Choc Deluxe - Assignment Example Management decisions in times of business crisis are very crucial for the success of the firm and continuity through the crisis. Choc-Deluxe is facing a shortage of its main raw material, chocolate. Unfortunately for the company, its chocolate forms its competitive advantage in the market since customers are willing to pay more for the chocolate. This implies that the firm had to devise ways to overcome the pending problem. The management decided to sort the pending orders through a substitute product carob. The product is believed to have similar taste to cacao and thus could be used to make chocolate bars for the Christmas season. The plan backfired as the customers lodge complaints and legal suits about the low quality chocolate. Consequently, the firm did not disclose accurate information about the contents of its chocolate as required by law. The situation in the cocoa market is that there is more demand for raw cocoa than supply. The situation is that more cocoa is being consumed that it is actually grown. This had led to decline in the supplies of cocoa. According to the laws of demand and supply, prices shoot up when demand exceeds supply (Arnold 2010, p.87). Increased demand in fast developing countries such as India, China and Brazil among other markets, leave cocoa dependent firms in a dilemma on substitute raw material (Müller 2011, p.8). Cocoa plants take around 5 years to mature. This implies that there is an urgent need to address the prevailing problem otherwise firms would go bankrupt before new plants mature. This is due to the high cost of obtaining pure cocoa and more firms willing to pay more for the product. Shortage of cocoa can be attributed to increased globalization that leads to the emergence of many firms that use cocoa as raw material (Dand 2011 p.79-87). The commodity became very valuable and

International Organizations Essay Example for Free

International Organizations Essay International organizations have been noted to be around since the mid- 19th century and such organizations do not operate for profit. An international organization is defined by the United Nations as an organization with an international membership, scope, or presence. The main objective of all the international organizations they say ,have usually been welfare and the improvement of member countries through cooperation. Karns and Mingst identify the two main types of international organizations as IGOs and INGOs which they also refer to as international and transnational structures who are actors in global governance. Global governance, they say, are the cooperative problem-solving arrangements and activities that states and other actors have put into place to deal with various issues and problems. Firstly, Intergovernmental Organizations; herein referred to as IGOs will be discussed. IGOs are organizations that include at least three states among their membership, that have activities in several states, and that are created through a formal intergovernmental agreement such as a treaty, charter, or statute. These organizations range in size from 3 members (North American Free Trade Agreement [NAFTA]) to more than 190 members Universal Postal Union [UPU]. Within these IGOs, members can be limited to one geographic region, for example the Organization of American States (OAS), the European Union (EU) or even the Caribbean Community (CARICOM) or they may come from all geographic regions such as members of the World Bank and IMF. Some IGOs are designed for solitary purposes such as the Organization of Petroleum Exporting Countries [OPEC]), whilst others have been developed for multilateral purposes, for example the United Nations [UN]. Most IGOs though, are not global in membership but are in fact regional, wherein a commonality of interest motivates states to cooperate on issues directly affecting them. Most are small in membership and designed to address specific functions. It must also be noted that IGOs are recognized subjects of international law with separate standing from their member states. According to Karns and Mingst, IGOs function for purposes of gathering, analyzing, and disseminating data, providing a place for negotiations, creating norms and defining standards of behavior through legally binding treaties, monitoring compliance with rules, adjudicating disputes and also taking enforcement measures and for allocating resources, providing technical assistance and relief and deploying forces. Kenneth Abbott and Duncan Snidal (1998) suggest that IGOs â€Å"allow for the centralization of collective activities through a concrete and stable organizational structure and a supportive administrative apparatus. This increases the efficiency of collective activities and enhance the organization’s ability to affect the understandings, environment, and interests of states. † In their book on International Organization Karns and Mingst say that â€Å"IGOs do not only create opportunities for their member states, but also exercise influence and impose constraints on their member states’ policies and processes† which aids in forcing governments to take positions on international or domestic issues of concern. They also facilitate the creation of principles, norms, and rules of behavior with which states must align their policies if they wish to benefit from reciprocity. For example, China’s admission to the World Trade Organization and how this has affected its national policies and required extensive governmental reforms. Secondly, International Non Governmental Organizations; herein referred to as INGOs will be discussed. INGOs are institutions that are established by non-state actors or at least one side of these organizations is not states. They can generally be defined as private, voluntary, non-profit, self-governing, professional organizations with a distinctive legal character concerned with public welfare aims. INGOs unlike IGOs are not created by treaties or states but rather private people and organizations and usual encompass more than three states and therefore cannot be bilateral. They employ limited resources to make rules, set standards, procreate principles and broadly represent more ‘humanity’ than states and other actors do. There are many kinds of NGOs such as transnational, government organized, government-regulated and initiated, business and industry, donor-organized, donor-dominated, peoples organizations, operational, advocacy, transnational social movements, quasi, and anti-governmental NGOs. Their number increased (more than 23,000 in the early 1990s) and their effectiveness for transnational politics became more relevant in recent decades. They have become crucial participants in the international policy process says Brown (1995). Some INGOs are formed to dvocate a particular cause such as human rights, peace, or environmental protection. While others are established to provide services such as disaster relief, humanitarian aid in war-torn societies, or development assistance. Many INGOs are transnational federations involving formal, long-term links among national groups. Examples include the International Federation of Red Cross and Red Crescent Societies, the World Wildlife Fund, Transparency International, Human Rights Watch, Amnesty International, and Save the Children. INGOs’ governance functions parallel many functions provided by IGOs and, like IGOs, they can be analyzed as both pieces of and actors in global governance. As pieces of governance, INGOs function to provide processes at many levels to pressure or persuade individuals, governments, IGOs, corporations, and other actors to improve human rights records, protect the environment, tackle corruption, create a ban on landmines, or intervene in conflicts such as that in the Darfur region of Sudan. Some IGOs, such as the International Labour Organization (ILO), World Tourism Organization, and the UN Joint Programme on HIV/AIDS (UNAIDS), provide for INGOs roles in their governance. As a result of global trends to privatize activities previously controlled by governments, services once provided by governments or IGOs are now often contracted out to INGOs. INGOs are important pieces of global governance because of the ways they enable individuals to act publicly through creating networks, and volunteering and this makes them useful links between the domestic and international communities and institutions. In this sense, they function as communicators among multiple levels of governance. Both Intergovernmental Organisations and International Non-governmental Organizations are of growing significance in the international community. The proliferation of non-state actors has recently led some observers of international relations to conclude that states are declining in importance and that non-state actors are gaining status and influence. New theories of international relations such as the complex interdependence of Robert Keohane and Joseph Nye (1989) were formed in order to explain new developments. Kegley and Wittkoph (1995) accurately point out that as the world grown smaller, the mutual dependence of nation-states and other transnational political actors on one another has grown Their significance can be noted not only through their international presence but also through their voice and ability to hold governments accountable for not abiding by the standards set forth through their organizations. The benefits of these two types of all the international organizations has usually been seen through its welfare improvement of member countries and its importance lies in the following: 1.  International organizations, such as International Trade Centre and World Trade Organization, assist member countries in promoting fair trade with each other. 2. The aim of the international organizations, such as Natural Capitalism and International Development Research Centre, is to enhance sustainable economic development in the world. 3. The World Bank and Institute of International Finance are international organizations that provide monetary help to member countries. 4. The purpose of the incorporation of international organizations, such as Food and Agriculture Organisation (FAO) and World Food Programme, is to provide food security to member nations. 5. The endeavor of international organizations, such as Global Environment Facility and United Nations Environment Programme, is to ensure environmental protection. 6. The protection of human rights is ensured by international organizations, such as the ICJ and Amnesty International. 7.  Emergency/disaster relief is taken care of by several international organizations, such as the International Committee of the Red Cross and ReliefWeb. 8. The WHO helps member countries promote health care and facilities. Most countries though, perceive that there are benefits to participating in IGOs and international regimes even when it is costly. South Africa never withdrew from the UN over the long years when it was repeatedly condemned for its policies of apartheid. Iraq did not withdraw from the UN when it was subject to more than a decade of stringent sanctions. China spent fourteen years negotiating the terms of its entry into the international trade system and undertaking changes in laws and policies required to bring itself into compliance with WTO rules. Additionally , INGOs too are increasingly active today at all levels of human society and governance, from local or grassroots communities to national and international politics. Many national-level groups, often called interest or pressure groups, are now linked to counterpart groups in other countries through networks or federations. International NGOs, like IGOs, may draw their members from more than one country, and they may have very specific functions or be multifunctional. IGOs have been proven to decrease the cost of information gathering which is more important for poor and small countries. Without the UN, many states are unable to obtain information about the international society and politics. Activities of IGOs, such as the UN and the IMF, are decisive for most small countries. They may impose their principles on them more easily than on big powers. Most governments; especially in less developed countries face serious resource constraints limiting their ability to apply the provisions of regimes to areas and activities under their jurisdiction. And in spite of the fact that international organizations are utilized by powerful nation-states, these states do not hold full power over IGOs. IGOs however do have notable influence in international and on the most powerful state, the United States (Karns and Mingst). IGOs have been especially successful in their effectiveness in economic issue areas is also considerably high. For example, the IMF and the World Bank are very effective in money flowing, debt management and financing debt issues between the rich and poor countries. Though still effective, IGOs are less influential in issues of high politics such as political and security issues. INGOs too play an increasingly important role in world politics through agencies, such as Greenpeace and Amnesty International who draw attention to issues of world-wide concern, promote international co-operation and they have a significant impact on the global dissemination of ideas, values and knowledge. One of the major challenges being faced by international organizations however is integrating developing countries on various measures. Health related issues, such as infant mortality in developing countries are also of great challenge. Some other challenges that international organizations are facing are in the filed of intellectual property rights, trade in services and investment measures in relation to trade. Also seen as future difficulties in the international system is the issue of multilateral liberalization due to growing regionalism and the reformation of world trade.