Customer Service Proposition [2]
论文作者:www.51lunwen.org论文属性:作业 Assignment登出时间:2014-06-09编辑:lzm点击率:7291
论文字数:2504论文编号:org201406091133073849语种:英语 English地区:中国价格:免费论文
关键词:Customer Service Propositionvalue propositionincreasing company profits客户服务培训价值主张
摘要:This paper tends towards the view that soft skills training may be an unnecessary expenditure of capital and training time for many organizations, however this view is strongly refuted by Ramsoomair (2004), who claims that soft skills are ignored because of an obsession with tactics at the expense of strategy.
lly, 2004). As such, the literature supports the view that acquiring these skills could be the key to elevating the status of IT and its staff within businesses. In addition, they will provide IT staff with the knowledge and the business language to translate their IT solutions into business solutions in order to deal effectively with board-level staff and customers. (Journal of European Industrial Training, 2003)
The focus on soft skills in the IT context is a fairly new development, spurred by the e-commerce explosion, but as early as 1997, Civelli observed that as traditional structures began to disappear at an ever-growing rate, new roles were developing and new professionalisms are required, not only by markets but from society too. Big differences are also noticeable in large and small organizations across a great many markets, with requirements in human resource development approaches becoming very different, so he claimed that different tools from those of the recent past would be required. He reported that human resource development professionals were engaging in new approaches where culture, soft skills, communication and competencies are key factors. The impact of new technologies on organizations needs a different approach to traditional concepts of time and space. (Civelli, 1997)
The literature supports the view that, even in the commercial businesses in modern economies, where time pressures are everything, and new employees are often thrown in 'at the deep end', training and soft skills are increasingly important. Boomer (2005) explores the application of soft skills in the
Accounting profession, exploring some of the primary categories of soft skills, and steps that can be taken towards the proactive approach of changing the image of a firm, and differentiating it from other firms, both in the eyes of clients, and potential new recruits. Furthermore, Compensation & Benefits for Law Offices (2005) presents news briefs on law firm's training and professional development programs. Experts are quoted as believing that training raises the soft skills of employees, which, when added to computer and technical training, produce highly competent employees, and fills a gap by providing management training for law firms, which have seldom trained their managers and partners. Training is also claimed to raise productivity, which obviously results in greater profitability, as well as boosting morale and motivation, both of which create greater teamwork.
Buhler (2001) takes a slightly more basic, albeit useful, approach to the importance of soft skills, charting how the focus of management has been on hard skills for the previous few decades, with the emphasis centered on the technical skills necessary to effectively perform within the organization. The article claims that these skills tended to be more job-specific or more closely related to the actual task being performed, however as the world has changed, and the nature of work has changed, the skill set required of managers has changed. Thus, today, employers crave managers with the critical soft skills which tend to be more generic in nature, in other words, these are skills key to effective performance across all job categories. The skill categories are explored be the article, as are the reasons the soft skills have come to play an even more crucial role in management positions in today's environment, and how they fit into the complete package of the
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