Lonrho Plc Essay

An evaluation of Lonrho’s corporate strategy should start from the two main key issues: in what businesses the firm should compete and how corporate headquarter should manage those businesses. Lonrho’s profile in 1996 included Agriculture, Sugar, General Trade, Hotels, Manufacturing, Mining&Refining and Motor&Equipment. The level of diversification was clearly high and the firm was pursuing a unrelated strategy, with less than 70% of revenues that came from the dominant business (Mining ) and without common links between businesses. The corporation was divided into country groups or related business lines and each division had a top manager whose responsibilities were similar to those of a group CEO. So the headquarter control of these groups was not very formal and all important decisions were in the hands of Rowland, that used to follow his strategies without consulting the board. Tiny Rowland wasn’t a pure manager but an entrepreneur interested in doing deals, so he made no efforts to share activities or to transfer core competences between different areas. The main interest was to find undervalued assets and try to make them profitable. Hence we can easily analyse the operational relatedness, since the firm didn’t share either primary or support activities. Corporate relatedness needs a deeper analysis. All these businesses seem to be related by Rowland’s huge experience in conducting affairs and by his effective skill in building relationships with African leaders, pursuing the policy of â€Å"investment in people†. But no more corporate-level competences were transferred among Lonrho’s assets, maybe because businesses were too different and Tiny did not want to move key people into new management positions. So from these evaluations, the natural conclusion is that Lonrho’s corporate strategy is an unrelated diversification. In my opinion the corporate level strategy in itself was good (exhibit 1 and 2: high revenues until 1991), but the way in which Rowland managed it was totally wrong. The main strength in its extreme diversification, was the reduction of the risk among the firm’s businesses. However, this is not enough to make the evaluation positive because there were also several negative aspects. Starting with corporate governance, the first big problem was the lack of power by board’s members: Tiny surrounded himself with â€Å"yes-men† and he, not the board, decided what to do in case of critical issues. So the entire conglomerate was managed by a man who used to define himself as an entrepreneur and not a manager. Besides the level of control was low, if we consider that Lonrho was a big and really complex company. Moreover, and here we have the second big problem, among Tiny’s investments, several ones defected in economic rationality. For instance, he became interested in trophy investments, only to gain prestige (that the company couldn’t exploit properly because corporate relatedness was low) although they may have been loss making. Finally, the firm was facing huge cash flow problems, due to large headquarters’ payroll, an inefficient dividend policy and Rowland’s excessive lifestyle. All these issues contributed to destroy the level of revenues and profits over the years and conducted to the only practicable way: an internal restructuring of assets. What future direction(s) should Lonrho take in terms of its corporate-level strategy? The two main options that Lonrho has for come out to the crisis are move in the direction of focusing the business, or continue as a conglomerate. Most important, the company must immediately start a corporate restructuring strategy. The main purpose should be the limitation of losses, instead of the value and profitability creation. Lonrho could pursue this restructuring strategy both in related business lines and in country groups. For related business lines, hotel and general trade segments were cyclical, capital intensive and they were performing below average, so the firm should try to sell its remaining assets to other companies. Regarding country groups, exhibit 2 shows that in United Kingdom, Europe and America, Lonrho was not doing well, so the board should find a way to leave these areas. With this easier structure, now the firm has to take a definite position. i) A business focusing means that Lonrho will concentrate only on one of the three businesses left. Sugar represented 6% of Lonrho revenues and 18% of operating profit in 1996, and despite low production costs and an access to a favourable mix of markets, this seems the most suitable for being abandoned, just because is the smallest asset in the company’s portfolio. Lonrho Africa is diversified both geographically and in business lines. With an operating profit of ? 52 millions, is a valuable segment, but with Tiny no longer in the picture, Lonrho do not have a real Africa specialist. Finally the mining segment is the most important asset for the firm, because represented 22% of 1996 revenue and 41% of operating profit. In my opinion, if the company has to make a choice, this could be the right market to sustain. Some investments are required for Ashanti Goldfields in Ghana and to improve the export capacity of Duiker mining subsidiary in South Africa. However, if Lonrho will be focused only on this business I think that it will have the types and levels of resources and capabilities needed. Nevertheless I do not think that this corporate strategy is the best. This strategy is mainly concerned with making choices among the last two alternatives. So the corporation would be constrained to relinquish the enormous promise of African continent, or the 41% of mining profit if it chooses to focus in Lonrho Africa. ii) The firm can continue as a conglomerate but for the reason said above, also in this case Lonrho should leave the sugar market. Now we have two businesses left and I would like to make a comparison with the Boston Consulting Group chart. With this corporate strategy, the firm could use mining as a â€Å"cash cow† market, trying to exploit the high percentage of the revenues that comes from the asset. Than it can use this cash flow in Lonrho Africa, a proper â€Å"star† market, with its enormous promise but also with a lot of investments needed. So with its management expertise, technical skills and a respected name, mixed with new financial resources, Lonrho could undertake some projects in Africa that few other firms could. I think that these are the right actions that the firm should take in term of corporate strategy.

Not Satisfied with School Canteen Food Essay

On the 20th March 2013, there had been an incident at Papakura High School. A school fight between two junior girls, at lunch time on the school field, me and a friend were sitting on the field at the time, we then had seen one of the girls come up on the field with a lot of people, and she had asked us if we had seen anonymous, but we told her no. Rumours had been told to these girls and this is why they had a fight. Everyone crowded around the two girls and was telling them to fight and pushing them into each other. So the girl who had walked on to the field had taken the first hit, which was a closed fist. The girls had begun to fight and punch each other; the fight had eventually stopped because a senior student had pulled the girls away from each other. The student had also got the teachers involved in this situation. After this incident the two girls had been taken to the Deputies office, to write a statement about, what caused them to fight, why they had a fight, which had started it, how can they resolve this etc. The girls had done writing there statements. Me and a friend also had to write statements because we were witnesses and had seen what happened, me and my friend were separated into two different rooms, and had to each talk to the dean about what we had seen and heard. The girls ended up talking about what happened and talked everything out, me and my friend also had to sit in the same room. When we all had a chance to talk about this incident we were all told about what would happen if this happened again, also me and a friend had got given a five dollar lunch time voucher. Then the girls had become friends and made a mends, although the girls had sorted it out they still had to pay the consequences and they both had a three day suspension. The girls had returned back to school after their suspension. My friend and I also those two girls had to have another talk to our dean. We had to talk about the incident again. He had thanked us for our time and our help with this incident. Our dean had given the two girls task to help them out throughout the year, and to keep them on track. Me and my friend were offered to help look out for these girls out of class time, to make sure they are doing the right thing, and hanging out with the right people.

Davis Humanics Case Essay

To: From: CC: Date: Re: DH Board of Directors Henry G Young James Barry 9/12/2010 CRM System In understanding that historically that all decisions re: capital investments were based on the ROI (Return On Investment) method. I asking the Board of Director to please see my attached outlined benefits and cost of implementation for the CRM System. While the results of my outlined benefits are calculated with a worst case scenario basis, I would request that the Board look at the long term gain for the company which is not only inclusive of the financial gains. DH use of the ROI method can be manipulated to suit those against or even for this system so this should not be the only method used for this project. The figures in the attached benefit and value proposal does indicate that the project will cost roughly $1,000,000. 00 – $2,000,000. 00 just to acquire the CRM system and another $1,000,000. 00 for all implementation, up-training , maintenance, etc. There are so many other methods that may be used whether it is a payback period or net present value or a net present value and payback period combined, the Board is encouraged to investigate or entertain future discussions on this matter until we can come to some agreement and move forward. In the meantime the company is growing and so are our clients acquisitions. DH closed $2 billion in sales with our 1000 employees using an inundated system last year. A CRM system this year would lend to efficiency, improved customer/client satisfaction and position in the marketplace. Henry Young Project Team Leader 1

Critically discuss how the work-place be analysed and why the devil is Essay

Critically discuss how the work-place be analysed and why the devil is in the detail - Essay Example Continuous review and critical analysis of the organization at timely intervals cater in pointing out to the loop holes that exist in the current setting posing a potential risk for the organization which has to be mitigated in the interest of its continuity. It helps establish and instill a safety culture within your workplace by identifying and eliminating or controlling hazards in a timely manner. The workplace design to be reviewed and updated should be analyzed on the basis of the volume and the variety of the product the organization offers, type of processes, Layout, Flow, Flexibility, compliance to laws and regulations etc. The organization should critically review these factors and revise them making necessary changes where ever required dropping a few and taking up on some new policies and procedures along the way. Altering and disturbing the status quo during this process is what might cause resistance among the people within the organization. For this purpose effective ch ange management policies should be kept into place to counteract such problems and to educate the employees by gaining their full involvement while the organization transits from current to desired settings.

Use of Landmarks in Skull of Dog (Canis familiaris) for Article

Use of Landmarks in Skull of Dog (Canis familiaris) for Neuronavigation - Article Example The technique is quite common with human patients undergoing intricate neurosurgery but this paper investigates how it may be utilised in canid ones, specifically dogs (Canis familiaris). Image-guided neuronavigation functions on the basis of stereotaxy. The brain is conceived as a geometric entity that can be trisected by three spatial planes orthogonal to each other. These planes are the horizontal, frontal and sagittal ones based on the Cartesian co-ordinate system (Ganslandt, O., et al, 2002). Precise surgical guidance is available by referencing objects within this three-dimensional system in the brain with three-dimensional images aligned along parallel co-ordinate axes displayed on the console of a computer-workstation providing the surgeon with point-to-point imagery of the actual locations in the brain. This allows maximum accuracy of operation (Ganslandt, O., et al, 2002). This spatial accuracy afforded by functional imaging systems such as, primarily, magnetoencephalography (MEG), functional magnetic resonance imaging (fMRI) and positron emission tomography (PET), when incorporated within the neuronavigation process, allows precise surgery near eloquent are as of the brain with minimum morbidity (Ganslandt, O., et al, 2002).... Attempts to apply congruency in both morphological and behavioural characteristics of the domestic dog (Canis familiaris) immediately runs in several problems because there are innumerable breeds all over the world and the variety is so diverse that it is bewildering. Nevertheless, it is generally agreed that the domestic breed diverged from gray wolves (Canis lupus) 3,25,000 to 1 million years ago. The domestic dog is a very close relative of the wild gray wolf with only about 0.2% divergence in mitochrondrial DNA sequence (Jordana, J., et al, 1999). It is also acknowledged that the gray wolf is a breed that is found both in the New World and the Old and dogs probably originated from the Old World breed and crossed over with humans to the New World to form the special breeds found there today (Olori, J., 2005). This is even though the fond belief of dog-breeders in the New World is that their breeds are exclusively diverged from gray wolves there. At least, the early dog breeds in t he New World were so while more recent breeds may have been bred down from the northern gray wolves that are large-bodied (Jordana, J., et al, 1999). There is also evidence to suggest that there are four distinct lineages that descended independently from gray wolves. Each lineage is called a clade (Olori, J., 2005). The comparative study conducted on 25 different breeds from different parts of the world on the morphological, though Canis familiaris is probably the most morphologically diverse species on earth, and behavioural traits of the domestic dog revealed that morphological data was more congruent than behavioural ones (Jordana, J., et al, 1999). In the context of the purpose of the paper it was found that the cranial profile varied from medium to large to small dogs in

Software engineering Module assessment 2 Assignment

Software engineering Module assessment 2 - Assignment Example SCRUM views the systems development process as a collection of actions that integrate known workable mechanisms and procedures with the best development team to develop systems. Since these actions are loose, controls to handle the process and underlying risks are used. SCRUM is a typical upgrade of the commonly utilised incremental object-oriented development cycle. Although waterfall methodology makes it compulsory the use of undefined processes, it has a huge drawback. Its linear nature gives it this large drawback. The process does not provide way of responding to unanticipated output from any of the transitional stages. This method is analogous to the peeling of onion layers that corresponds to users deciding whether to send prototype back to preceding phases or termination of the development process. Spiral methodology stages and stage processes are linear. Requirement analysis and design activities are conducted in requirements phase and design phase respectively with each of the stages comprising of linear, precisely and clearly communicated defined processes This is an improvement on the Spiral method. Each of the iteration comprises of all phases in standard Waterfall model. Each of these iterations covers a single set of parsed functionality. The overall project deliverable expected is subdivided into designated subsystems, each with clean interfaces. This method allows one to test the feasibility of a subsystem and its technology in the inceptive iterations. Later iterations improve the the project while increasing the speed of delivery. This method increases flexibility, has a better cost control and checks delivery of systems. Nevertheless, the Iterative method is also linear as underlying development processes are still defined and linear. Each of the development technologies improve on another with no significant change. Both the Spiral and Iterative methods implement a risk control techniques

Metaphysics Term Paper Example | Topics and Well Written Essays - 1500 words - 1

Metaphysics - Term Paper Example According to metaphysicians, those features they share are called Universals. Widely, universals are often abstract while particulars are often concrete. However, this is not always the case as metaphysicians like D.M. Armstrong choose to also view universals not just as concrete, but in many lights that some other philosophers might not agree with. As far as universals and particulars are concerned, there are two main points of view that are competing for attention (Crane & Farkas 131). The first point of view is the theory which holds that the things in existence cannot be considered to be what they really are without the sum total of all their characteristic features. The implication of this position is that whatsoever an element is, it is as a result of the features that can be attributed to it. These features also pertain to space and time. This point of view is called the Bundle Theory (Inwagen & Zimmerman 62). The second point of view that is worthy of mention is the Substance-Attributes Theory. The Substance-Attributes Theory does not hold the opinion that the totality of a thing is the summation of all its properties, rather it opines that objects are ultimate, not their properties. Thus, there is the need to contrast between these things and the attributes they possess (Inwagen & Zimmerman 17). The position of D.M. Armstrong is not in tandem with the Bundle Theory. What Armstrong does is that he uses the basic arguments that support bundle theory as the premises on which he build his argument against. Armstrong’s first premise against the Bundle Theory is that a thing should be regarded as nothing without its bundle of properties, which of course includes the spatial and the temporary. He then goes on to posit that â€Å"if a thing occupies the same place at different times, then it has different properties and has to be a different thing.† (56). This implies that it does not change its properties as time changes. With this premise, he concludes

Internship Report - Agency operator Essay Example | Topics and Well Written Essays - 1500 words

Internship Report - Agency operator - Essay Example This paper highlights the focus on a new area of UK, where there is no activity for AVIS auto rental. Further into the paper, it discusses the product design which will be useful to cater to the needs of the consumers of Oxford Street and generate revenues for the company. It then proceeds to focus on focus on the basic 4P’s of marketing – Product, Place, Promotion and Price. An effective pricing is very important in this case. There are multiple numbers of competitors that are buzzing around in UK, and have the potential to pick the same spot as a battlefield. So fixing a highly competitive and affordable price to occupy the share of minds amongst the consumers and high brand recall is very brilliant. The paper, further down the line, also focuses on ways and means to market the route and location of the service in order to make the consumers aware of its offerings. It also brings into focus the possible staffing of employees to maintain an efficient manpower base. And finally, it also discusses the operational details and aspects that are required and considered vital for the efficient delivery of the product. Contents Executive Summary 2 Market Overview 4 About the Company 4 Designing of the Product 5 Marketing Strategy 5 Product 5 Place 6 Promotion 6 ... Car Rental is a very profitable and popular business in the UK and western markets, as people with increasingly high disposable income and the ability to purchases the rental services are growing in number every year. The car rental industry is basically categorized on the basis of either location or by the type of customer availing the service (Researchandmarkets, 2010). The recent times have been a little challenging for the business of car rental in the UK. As per reports by various UK based market research agencies, the car rental industry suffered a setback during the year 2009 and the setback continued till then. The reason being is simple. Ever since the global economy went into a credit crunch, which was triggered by the collapse of the famed Lehmann Brothers, the spending on rental services worldwide took a hit. As a part of the picture, UK’s car rental agencies also suffered to some extent during that time. Around the year 2009, people all over the globe preferred to check their spending habits and preferred to save their finances instead of spending and splurging by going on holidays, tours or romantic getaways to foreign countries. This change in global consumer behavior shrank the profit margin for the car rental companies as there has been a significant decline in the amount of revenue that was being generated by providing rental services to the middle class tourists coming from various locations across the globe. Also, the recent slowdown due to the Euro crisis in the west has also brought in a significant change in customer’s preference. The customers whether organizational or private individual are looking for cost effective and flexibility in services provided (The Institute of Transport

Explore the character of Lady Macbeth Coursework

Explore the character of Lady Macbeth - Coursework Example Lady Macbeth belongs and functions within the nobility besides being a respected wife of Macbeth that her father-in-law, King Duncan treats her as their â€Å"honored hostess†. While she exhibits the positive trait of remaining faithful and loving toward her husband, Lady Macbeth is severely determined for Macbeth to acquire the thrown as the next king. Her wild ambition sets the conflict for Macbeth to ponder on seizing immediate kingship as she presses him to plot a murderous act against King Duncan. She appears completely aware that the good-natured Macbeth himself is far from capable of scheming as such, hence, she finds it appropriate to take control of the situation that leads to the accomplishment of her design through him and by repressing her own conscience, Macbeth grows with confidence under mutual preference to carry out the wicked plan. Shakespeare occurs to allude the strong connection between ‘masculinity’ and violence as well as the height of ambit ion for which the level of employed aggression is proportional yet rather than making reference via a male character, the notion is channelled through Lady Macbeth’s femininity which according to her husband is rather made of a masculine spirit. At a crucial stage, the lady is found wishing for an opposite gender so she would not hesitate having to commit the murder, had the king not â€Å"resembled [her] father as he slept† also, and this quite implies how gender issue plays a significant function in determining where huge potentials and power lie. Eventually, this portion of the theme that describes the association of power to gender becomes the key point by which to develop the meaning in Lady Macbeth’s portrayal of her essential part in the story. Macbeth’s idea with â€Å"undaunted mettle should compose / Nothing but males†, through his primary incapacity to render aggressive behavior, is shifted between the witches and Lady Macbeth who posses ses a higher degree of conviction about all means in pursuit of one’s ends. In order to be relentless and not be held back by any sense of guilt, Macbeth’s wife invokes upon evil spirits so as to â€Å"stop up th' access and passage to remorse† prior to the full implementation of the scheme. As she goes about her manipulative attitude, Macbeth initially complies yet is later consumed with indecisions, contemplating on rational grounds for relief or what would drive him to kill his father, King Duncan. Lady Macbeth, however, believes highly that it is an unconscious desire of Macbeth to obtain the status of becoming a ruler overall, convincing him that once he gets to be king, it would earn them both security and prosperity in the kingdom. Thus, Lady Macbeth attacks the uncertainty of her better half by manipulating him with questions concerning the validity of his manhood and his affectionate regard for her. The lady’s effective manipulation works even in castigating up to the slightest objection of Macbeth so that with the manner of repeated questioning, he finally realizes the will to follow the dictates of his wife and so attain success in killing Duncan as a proof of his unfailing love and unquestionable manhood. By her phenomenal strength, Lady Macbeth seems to bear a will that persists even after the crime, when she manages to

To what extent are a company's annual report and accounts useful in Essay

To what extent are a company's annual report and accounts useful in understanding and analysing its market, productive and fin - Essay Example This paper discusses the usefulness of annual reports in understanding a company’s market, production and financial performances. Management perspective A company needs to strive to remain in competition within the framework of several internal and external factors like political, economical and social structures. The owners delegate most of their responsibilities to the senior management thus elevating the power of the management to decide a company’s objectives and to design policies for the purpose of realisation of those objectives. It is only with the guidance obtained by studying annual reports and accounts, the management can make operational and strategic reconfigurations of resources for the purpose of consolidating the position of the company in the competitive market. The independent controlling power of the management separate from the owner ensures that the sole objective of profit optimization cannot be realised since the company’s policies and beha viours are also controlled by various other factors. Technically, profit can be maximized if the organisation can detect â€Å"marginal cost, marginal revenues and production output up to a point where marginal cost of the last unit produced just equates to the marginal revenue received from its sale.† (Haslam, et al, 2000, p.4) In fact, a set of rules and regulations of accounting helps the management to identify the production cost and sale price of each unit to determine the company’s performance in the fields of production and sales. The annual reports reflect the performance patterns of a company from one period to the other (Haslam, et al, 2000, pp.4-5). Users of accounts Annual reports and accounts can be defined as means of â€Å"communication of information about the financial position and performance of an entity to interested parties.† (Laidler & Donaghy, 1998, p.1) In any company, every year balance sheet and profit and loss account are published in a document form along with other financial statements, together known as annual reports and accounts. These accounts are useful for both internal personnel like directors and managers, and also external people like investors, creditors, customers etc. Investors are those people who invest their money by purchasing shares of a company thereby taking risks in the hope of getting dividends in due time. For this purpose they need to know the management efficiency of the company in order to determine whether their investments will be profitable. Employees and trade unions study the annual reports to become aware of the financial stability of their company to decide whether they will be continued to be employed at appropriate levels of remuneration. The annual reports are also important for the lenders like banks and individuals who lend money to a company. They need to be aware whether the company will be able to repay their money together with their interest in due time. Similarly, for creditors and suppliers, the annual reports give them the information whether they will be getting their payment at the right time. Then there are customers like other organisations who purchase goods from the company; they need to know the financial stability of the company to remain satisfied that goods and services will be

Shiseido Presentation Essay Example for Free

Shiseido Presentation Essay Add more doors Enhance promotional packages with full product line Train beauticians to create a relationship Beauticians educate customers into the correct use of the products advertising Enable shop online Get global marketing benefits Japanese zen design influence Social Media Presence Men’s corner Men’s place Focusing on FB, twitter and beauty blogs Creating newsworthy, interesting, share-able brand content Using on line FB contests to enhance users participation (i. e. post your secret beauty tip, share it with friends, gather the most likes win the Shiseido products) Offering product related gifts/vouchers/samples Mapping of influential beauty/lifestyle blogs and using them as indirect WOM devices Sharing Shiseido news, photo shootings, campaigns from abroad Being the ultimate spot for â€Å"girl-talk†, regarding beauty, cosmetics, skin care issues †¢At current and new doors †¢Easy accessible †¢Familiarization †¢Awareness †¢Explore while girlfriend discussing with consultant †¢Feel more innocent Closer to Purity†¦ †¦Closer to Life †¢ †¢ †¢ Luxurious solutions to differentiate from from conservative, classic brands. Member’s club with exclusive activities such as Yoga, spa. Targeted use of media depending on segment

Mary Shelleys Frankenstein Essay Example for Free

Mary Shelleys Frankenstein Essay In Mary Shelleys Frankenstein we are presented with more than just a story (which is how it began) but with a novel that raises deep philosophical questions. The tale of Frankenstein is much more than just a story; it is a cautionary tale which pays attention to moral values by presenting the reader with the character of Frankenstein and his toils. Mary Shelley is able to present us with more than just a horrific story but also with the moral ideas which form its fundamental basis. There are a variety of themes which run through the story of Frankenstein with the theme of friendship, nature, and most importantly responsibility. Victor Frankenstein was obsessed with creating life itself out of nonliving parts. This is shown where he refers to himself in third person saying, â€Å"So much has been done, exclaimed the soul of Frankenstein—more, far more, will I achieve; treading in the steps already marked, I will pioneer a new way, explore unknown powers, and unfold to the world the deepest mysteries of creation† (Shelly 49). Victor is so concentrated on the glory of being able to create a being from dead parts that he becomes consumed in his work and never even considers the affect this could have on society. He completely disregards this affect making this the first responsibility that Frankenstein failed to complete. He searched graveyards for material to fashion a new being, which he shocks into life with electricity. Although his creature was extremely big and being made from many different parts quickly combined together into a being was hideous. Once he had created this monster he states, â€Å"now that I had finished, the beauty of the dream vanished, and breathless horror and disgust filled my heart. Unable to endure the aspect of the being I had created, I rushed out of the room and continued a long time traversing my bed-chamber, unable to compose my mind to sleep†(Shelly 58). Frankenstein took no responsibility over his hideous creation here and instead decides to flee from the room in terror and leave the monster. This shows that he wants no part of what he created at this point so he is trying to escape the responsibility of creating the monster. Although inside he kno ws that he created the monster and anything the monster does will be on Frankenstein’s conscious. This leads to new events in the story that he feels responsible for. Frankenstein felt responsible for his younger brothers death when he realized that the monster he created murdered William. Frankenstein started to feel as if he himself had committed the murder because of his role in the monsters existence. Everything the monster did was Frankensteins fault because he was the creator. Rather than blame the monster for his downfall, Frankenstein blamed himself because he created the monsters life. He did not take actual responsibility for his brother’s death however because he did not want anyone to know about the monster. Frankenstein felt as if he murdered Justine as well as William because she was executed for a crime the monster committed of murdering William. If Frankenstein would have taken responsibility for his actions of creating the monster and told people what actually happened to his brother then Justine would not have been killed for a crime she did not commit. The chain of events that the monster set off with Williams murder began not with the monster, but with Frankensteins desire to create life. When the monster came to Frankenstein to plead his case and tell his story, Frankenstein realized that he had some obligation to the monster because he created it, in the same way that he bore responsibility for the monsters actions. Frankenstein was no longer simply responsible to humanity for the monsters actions, but he was also responsible to the monster for his happiness. Being the creator of a life was more responsibility than Frankenstein planned for when he was so eager to create the monster. The monster called upon Frankenstein to fulfill his obligation of providing for his happiness by creating a female companion to keep him company. Out of his sense of obligation to his creation and out of fear for his family (which the monster threatened to harm if Victor did not make a companion), Frankenstein agreed to make the female monster. His responsibility to his creation carried greater weight than the idea of his responsibility to humanity for the actions of the original monster and the new one he agreed to create. He hadnt yet realized the full weight of responsibility he would bear for the actions of both monsters. Before Frankenstein could marry Elizabeth, he had to complete his obligation to the monster so that he could be completely rid of him and the responsibility for his actions. As a result, Frankenstein postponed the wedding and took a trip to England to work without the danger of being discovered by his family because he had still not told anyone about the monster that he created and actually to responsibility for its actions. His obligation to the monster was not only to ensure the monsters happiness, which Frankenstein felt obliged to do as the monsters creator, but also as a way to protect his family from the monsters vengeance. Before he completed the female monster, Frankenstein realized the weight of responsibility he would bear if together the two monsters destroyed any other human life or reproduced, and the thought was just too much to bear. Rather than deal with the responsibility for two hideous, superhuman creatures, Frankenstein would rather deal with the wrath of one, so he destroyed his work on the female monster. This kept him free from the enormous feeling of responsibility of any actions of the two monsters. Frankenstein was responsible for Henrys death at the hands of the monster, and this grief rendered him ill for a long time. Frankenstein is once again in the position he found himself with William and Justines deaths. He didnt murder Henry, but his friendship with Frankenstein made Henry susceptible to the monsters wrath because he used Henry to get back at Frankenstein. Although the Irish magistrate acquitted him, Frankenstein knew that he was responsible for Henrys death because he had d efied the monsters wishes and the monster repaid him by killing his friend. The monster then did exactly as it said it would if Frankenstein did not create a companion for it and went to kill his fiancà ©e Elizabeth. Frankenstein, feeling responsible for Elizabeths death as well, vowed vengeance on the monster. The only way to absolve his responsibility for the monsters actions was to kill him, so thats what Frankenstein set out to do. He was responsible for the monsters creation and its actions, and he planned to be responsible for the monsters destruction as well which would free his mind from any new struggles. Frankenstein has already lost all of the friends that he was close with and really lost everything he has dreamed of at the hands of the monster. He believes without his friendships he has nothing to live for except the destruction of the monster. Friendship is important throughout the novel because it is the goal of Walton, the narrator, as well as the monster Frankenstein created. Loneliness and isolation are major conflicts throughout â€Å"Fr ankenstein†, and in this novel they motivate the monster to turn to destruction. The first sight of the theme of friendship we see is how Walton longs for a friend to share his excitement over the voyage to the North Pole. He is separated from his sister, whom he may never see again, and he has no one to buoy his courage or steady his heady excitement. Walton writes, â€Å"I have no friend, Margaret: when I am glowing with the enthusiasm of success, there will be none to participate my joy; if I am assailed by disappointment, no one will endeavor to sustain me in dejection†(Shelly 19). Friendless in the cold, white blankness of Archangel, and preparing to sail into the vast and unknown frozen arctic, seems a desolate situation for Walton. He feels the need of someone of his same intelligence that he can share his thoughts with so that the friend could keep Walton positive when he feels as though failure on his journey is near. Without a friend Walton is just a lonely being among others that cannot sustain his need for a friend to help him find a bit of lig ht in the dark days of his voyage to sooth his soul. â€Å"Frankenstein† also uses Natural beauty as well as friendship for a soothing influence on the characters of the novel and it is an important part of the Romantic influence. This appreciation of beauty in a novel so filled with brutality seems an odd contrast, but it is part of what makes this story a Romantic piece. On Frankenstein’s trip back home he was anxious about the changes in his homeland since he had been away for six years, so he spent a few days resting in a small town and letting the landscape of his country ease his worry. â€Å"I remained two days at Lausanne, in this painful state of mind. I contemplated the lake: the waters were placid: all around was calm; and the snowy mountains, ‘the palaces of nature’, were not changed. By degrees the calm and heavenly scene restored me, and I continued my journey toward Geneva† (Shelly 76). The familiar landscapes, which seemed timeless when compared to the span of human life, calmed his worries. Nature makes us feel small and unimportant because we last such a short time in comparison to the mountains, rivers, and trees around us, so whatever we are experiencing must be miniscule as well. Gazing at the calm and relaxing place is helpful to ease the mind of struggles and to calm the mind. In conclusion, the theme of responsibility proves to be the most important in the novel â€Å"Frankenstein†. Although Frankenstein himself does not take responsibility over his action of creating the monster until it has destroyed almost everything he loved. If he had taken this responsibility from the beginning he could have avoided the tragedies that brought him into a depression. The only things that could help him through this terrible time would be friendships or nature. The fact that he lost all of his friendships through the destruction of the monster that he had not taken responsibility for led Frankenstein to have to find peace within nature. Works Cited Shelly, Mary W. Frankenstein. London: Penguin Group, 1992. Print.

Management Systems in a Call Centre

Management Systems in a Call Centre ABSTRACT: Call centers are most common mean by which the Organizations can reach out to their customers and this explains their rapid growth. Many projects have been focused on call centers in order to explain their management and performance from different perspective. In this project, I have attempted to identify the two main perspectives and to explore the effective use of performance management systems found in a call centre to improve the performance of a call agents. This project was conducted in a sit-up ltd based in west Acton London, while I was working as a contact centre 1st line manager and as a customer services Team leader,. The project involved semi-structured interviews with thirty call agents and three IT employees. The analysis of the data was based on the management techniques and performance of a call centre agents on daily basis . Information systems present were standard and up to date which could also be found in any call centre and the working condition is a common issu e found in most literature. Hence the highlight of this project is on the fact that there is still the need for human interaction with information systems. We have focused on that issue that The people aspect of the call centre is been ignored, hence organizations are producing burnt out employees which in long terms could have a diverse effect on the organization despite the implementation of up to date and functional information systems. ACKNOWLEDGEMENT Firstly, I want to express my profound gratitude to the one and only Almighty God Who in His infinite mercies blessed me with this opportunity of undergoing learning at work partnership programme , M.A Computer and Business studies. Thank you all for your guidance throughout the academic year. Words are not enough to express my feelings . I want to specially thank and dedicate this project to my parents.. I want to thank Dr. Howard cowte, who taught me to believe in myself and in my work because he never let me off with a poor argument. Thank you again. Finally, I want to thank all my friends for their words of encouragement, support and friendship. Specially when I was going through hard times with my health. The CALL CENTRES. INTRODUCTION: dynaTrace is the innovator and emerging leader in application performance management (APM). The company offers the only continuous APM system on the market one that can monitor all transactions at all times and one that is used by all key contributors to application performance architects, development, test and production. Industry leaders such as UBS, Salesforce.com, Renault, EnerNOC, Fidelity, and Thomson Reuters use dynaTraces patent pending technology to gain deep visibility into application performance, identify problems sooner and reduce the mean time to repair issues by 90%. Leading companies rely on dynaTrace to proactively prevent performance problems from happening and quickly resolve those that do occur saving time, money and resources. Call centers are part of out daily life today as ATMs, self-service supermarkets and internet shopping (ebay). All of which are new age service delivery systems that the customer at large has had to accept and live with (Mahesh and Kasturi, 2006). Call centres are being used by many organizations in a wider contexts, hence the variations in their operations range from strategic purpose to the nature of technology used and finally to management style and priorities (Taylor and Bain, 2001). According to Calvert (2001), he observed that based on the several researches done on call centres, about 95% of call centres are reported to supply information to customers and about 74% process complaints. Hence it can be concluded that the 3 main drivers for call centres indentified are Improve customer services to retain their clients base. Gain new customers and after sales service. Reduce cost as compare to face to face clients and also to improve efficiency. A call centre in general, is regarded as an interface between customers and an organizations system (Information Systems and performance systems), in order to complete a well specified transaction such as generate sales; provide solutions to existing clients or advice on quite complex and technical issues like broadband support for their internet clients . Over the years, the advancement of IT, product and process knowledge as well as customer information are set into the system which has helped to reduce cost of training. This has therefore ensured core-service modules to be standardized; customized and at the same time has enabled the front line staff or call agents to concentrate on the customer and their interaction (Frenkel et al, 1998). Therefore, the purpose of this project is to explore the work environment of the call agent with respect to performance management systems, customer services and information systems. Highlighting the challenges they are constantly faced with, wh en executing their duties. Project was done while observing the performance and management in many departments of sit-up ltd, RESEARCH FOCUS This project was focused to explore the effective use of performance management systems in a call centre of sit-up ltd. The main questions this project seeks to investigate are daily tasks and targets: What are the working conditions in todays call centres and the call agents are subjected to? How do performance management systems affect the call centre working environment from the call agents? perspective? How does the work environment affect the agent emotionally? THE AIMS AND OBJECTIVES. The main aims and objectives for this project include: Identify the state-of-the-art performance management system in the call centre used in the organisation under study. This would enable us to understand the level of advancement of information systems in the organisation. Investigate the use of performance management systems in a call centre. Explore and determine the extent to how performance management system affects the working conditions of the call agent both in terms of the peroformance and improvements . In highlighting the issues and challenges the call agents encounter, it would provide an insight of the job description of a call agent from the call agents? perspective. This project also intends to bring more awareness to management regarding the issues and challenges the call agents are constantly faced with. A good knowledge of this would enable them effectively identify and address any form of resistance that may arise from the call agents. This could be done by offering adequate training and support in the use of the performance management systems. As well as improving communication with the call agents which could affect the work environment, making it more conducive. This in turn enhances better performance from the call agents and also for the management to reduce cost in hiring new agents on the floor and continuous monitoring from management and HR point of view. RESEARCH APPROACH. This project was based on learning at work method where many employees were observed and different management techniques were applied in order to improve their daily performance. This approach was found appropriate because it is concerned with understanding performance management systems from the social context, the social processes by which it was developed and construed by people and finally how it influences and is influenced by its social settings. Many employees were interviewed while generating data and statistics as call centres always have high level of absences and sicknesses. This was an easy approach to obtain information from number of employees and departments. Answers to complex questions and sensitive information which the respondents might be reluctant to give. Project Summary. This project is structured into many chapters in order to spread the information in easy and understandable way as outlined below: Call Centre This chapter is an introduction of the project highlighting the research area with a presentation of the aims and objectives of the research. Literature Review This chapter is a critical review of existing literature on call centre. It also discusses different theories and perspectives relating to the call centre. It also discusses the use of performance management systems within the context of this project. Theory and Research Methodology This chapter discusses the theory chosen for the analysis of the case, research approach and the rationale behind the methods chosen for this research. It also highlighted the research design. Project findings This chapter presents the case study, the findings from the semi-structured interviews conducted in the organization using the chosen theory as the conceptual lens for the discussion. Conclusion This chapter is an evaluation of the research findings with a reflection on its implications for practice. It also suggests some recommendations for future research. SUMMARY. This chapter has provided an introduction of call centre, identifying the focus area. It also stated the aims and objectives of this project as well as the research approach. It also presented a brief outline of the structure of the project. LITERATURE REVIEW. INTRODUCTION This chapter presents a critical review of existing literature on call centres. It discusses different theories and perspectives found in literature. This chapter also discusses the different uses of management techniques in a call centre in terms of management and the call agents. CALL CENTRES Call centre operations have become a norm in all sectors of the economy such as retailing, telecommunication, the entertainment industry (Taylor et al, 2002). They are a rapidly growing channel for service and sales delivery particularly in the financial service and telecommunication industry. These centres enable retail customers to transact business by telephone either using programmed information technology such as automatic voice response systems or through employees manipulating software to assist in answering queries resolving problems or selling products (Frenkel et al, 1998). Hence, growing number of organizations use call centres as a means of communicating with their customers directly (De Ruyter and Wetzels, 2000); managing customer complaints and maintaining customer loyalty (Pontes and O?Brien, 2000). However, despite the rapid emergence of technological innovations that have been developed to change and enhance the business processes in organisations, the call centre is still basically defined by the integration of the telephone and computer technologies (Taylor and Bain, 1999). In more details, the definition of a call centre is a dedicated operation in which computer utilizing employees receive inbound or make outbound telephone calls. These calls made or received are controlled by an Automatic Call Distribution (ACD) or a predictive dialling system. In other words, a call centre is therefore characterized by the integration of the telephone and Voice Response Units (VDU) technologies using recorded messages; Inter-active Voice Recognition (IVR) which enables customers interact with the information systems via telephone keys and speech recognition systems which enables a two-way communication between the computer and the customer using synthetic speech messages (Schalk and Van Rijckevorsel, 2007). A key feature of the call centre labour process is the integration of the telephone and the VDU technologies. Central to inbound operations is the ACD system which receives the incoming calls and automatically channels them to the available agents according to programmed instructions hence removing the need for the switchboard operators. In the case where there is no available agent to receive the call, the calls are stacked and distributed in sequence as the agents become available. Although the system can only stack a certain number of calls after which it automatically drops the calls. The agents take the calls automatically through the headset and their main assignment is to resolve the basic problems of a customer. On the other hand, for the outbound operations, it is largely based on telesales or telemarketing. The predictive dialling system works its way through the databases of their customer phone numbers and as programmed automatically dials the number of the customer as selected by the agent. At this point all the information of the customer is retrieved and displayed on the screen so as enable the agent have well info rmed communication. Their main job function is selling and advertising a particular product or service (Fernie and Metcalf, 1997). The common and defining call centre labour process is the ability for the operators to scan and interpret information on the VDU screens, manipulate their keyboards, retrieve data and at the same time communicate with the customer. Therefore, it is the integration of the telephone and computer technologies which both structures the labour process. This process also generates extreme levels of surveillance, monitoring and speed up which are manifest in a call centre. Recent technological developments are sought to minimize the wasteful manual operations and maximize the real time agents spend with customers hence this both speeds up and intensifies the work as the time gaps between calls are progressively reduced (Schalk and Van Rijckevorsel, 2007). In the author?s opinion, despite all these advancements in technologies, there is still the aspect of the h uman interaction. Employees? performance data as an instance which is either electronically displayed or in hard prints still requires human interpretation. Managers and team leaders based on the results can then take appropriate actions such as discipline or coach an underperforming agent. Hence it can be said that a call centre is a combination of technology driven measurements and human supervisors to interpret these results. CALL CENTRES AND THEORIES. In literature, there are two main theories seen to be dominant in the discussion of call centres: Foucauldian electronic panopticon which has been based on the labour process theory (Fernie and Metcalf, 1997). This is based on the preoccupation of an individual?s subjectivity which has masked the importance of a collective, trade unions organization which is a more developed form of resistance. This attempts to provide insight into the complexity of work organization and the way it is experienced by the call agents. Emotional labour which is based on the emotional labour theory (Hochschild, 1983). This requires an individual to induce or suppress their feelings in order to sustain the outward countenance that produces the proper state of mind in others. This provides insight and better understanding of how call agents in most cases have to define their outer expression so as to smile down the phone. These two theories further are explained in the chapter three. PERSPECIVES OF CALL CENTRES Literature has generally presented two distinct perspectives of call centres. First of all, there is the perspective presented by publicists who have portrayed exciting images of a call centre. It portrays a high level of co-operative teamwork among the employees, the call agents? work under very relaxed conditions and very professional in their interactions with their customers. The agents are said to smile down the phone after conversing with each customer (Taylor and Bain, 1999). However, there is the other perspective presented by Fernie and Metcalf (1998) that portrays the call centre based on the Bentham?s panopticon. It emphasizes the constraining nature of work setting described as the electronic sweatshop or panoptical wired cage (Frenkel, 1998). Based on this view, employees are connected to information technology that automatically allocates work, facilitates its completion and monitors employee performance. In other words, work is conducted in relative isolation from other colleagues but under the constant gaze of management who are responsible for structuring and interpreting the electronic information. Work can therefore be regarded as deskilled and monotonous. They claim that the constant surveillance of the supervisors on the agents has enabled them have total control over the agents which eliminates any form of resistance from the call agents. Hence call centres have been referred to as dark satanic mills or new sweatshops. However, it is worth noting that their perspective was not based from a range of studies carried out on call centres but rather it was primarily based on payment systems of which they studied a call centre. CALL CENTRES AND INFORMATION SYSTEMS One main indication of call centres is in most cases defined in terms of the Information and Communication Technologies (ICTs) they make use of rather than by any specific outputs they create (Frenkel et al, 1998; Taylor and Bain, 1999). Systems such as the Automatic Call Distribution (ACD) that places inbound calls in a queue and allocates them to the agents, speech recognition systems as well as screen capture are example of systems found in a call centre. But information systems has also increased the control and surveillance of calls (which could either be inbound or outbound), the agent that?s handles the call and virtually every activity they perform on real time basis (Robinson and Clive, 2006). Hence it is argued that technology found in call centres constitutes a version of technical control. According to Callaghan and Thompson (2001), technology tends to control speed through ensuring that call agents are aware of queue numbers and average waiting times. In such instances, managerial control is seen to be evident through the use of such technologies and could at the same time produce employee resistance. However, ICT has the potential to create skilled and enabled workforce (Fernie et al, 1998, and Kinnie et al, 2000). In such a situation, the improved employee independence may be resulted through the creation of alternative socio-technical systems within the call centre. This could be exhibited with self-managed work teams who have the tendency to produce more customized outputs when the dynamics of empowerment displaces the reality of control (Batt and Moynihan, 2004). This can be regarded as another concept of the call centre which is referred to as the semi-professional empowered worker (Winslow and Bramer, 1994). In this setting work is increasingly customized to the needs of the customer. The agent uses IT to seamlessly identify and render service to the customer and appropriate software assists in on-the-job learning thereby improving the agent ?s knowledge and skills. Based on the labour process, systems implemented in the call centre are based on the expected result. According to Edward (1979) cited in Russell (2007), who first classified ICT as technological control, in agreement to this Callaghan and Thompson (2001), also argue the fact that management deliberately choose a technology that is designed in such a way as to limit the worker?s independence, hence are almost seen as part of the machine (technology) which continuously directs calls at them. This was represented in the expression of Taylor and Bain (1999) stating „the assembly line in the head?, where technology supports the formulation of specific targets of which workers are held accountable for (Taylor and Bain, 2001). Another aspect of technologies in a call centre is the organizational culture or behaviour. This is an attempt in understanding how new technologies affect the (re)organization of work. Barleys (1990), emphasized the need for researche rs to focus more on how new technologies are incorporated into the everyday working lives of the organizational members. His argument was that a particular system could have different effects in various departments or jobs. This draws attention to the organizational theory which is based on the behaviour of users when a new technology is implemented focusing on how they establish patterns to either conform or deviate from the intentions of the designers (Russell, 2007). This aspect is outside the scope of this dissertation. Technology can therefore be regarded as a solution that bridges the sales and marketing functions to improve targeting efforts. In other cases, it can be viewed as a tool that is specifically for a one-to one customer interaction which is regarded as the sole responsibility of the sales/service; call centres or marketing departments (Peppers, 2000). But on the overall, it should neither be regarded as just a mere technology nor application but rather a cross-func tional , customer-driven, technology-integration business process management strategy that aims at increasing and maximising relationships which also encompasses the entire organisation. This is often referred to as Customer Relation Management (CRM) (Goldenberg, 2000). Literature has shown that CRM is based on the interaction of: People: this refers to the people working with the system and are regarded as the building block for customer relationship, Business process: this defines the overall business goal of the organisation Technology: this is an enabler for achieving remarkable improvement in the performance of the organisation (Chen and Popovich, 2003). These interactions are represented in the diagram below Diagram 2.1 The CRM Model (Chen and Popovich, 2003). CALL CENTRE AND MANAGEMENT In general, academic literatures on call centre have focused on employment, relationship and the labour process. A significant number of these literatures have focused largely on managerial perspective in terms of operations and performance. Call centres are people intensive operations and the management of the frontline employees otherwise referred to as the call agents has been identified as one of the biggest challenges for call centre managers (Houlihan, 2002). Call centres potentially contribute to customer satisfaction and retention but most organizations still fail to exploit full strategic value out of their call centre operations (Mahesh and kasturi, 2006). Traditionally service management models recommend that Organisations focus on three areas which include: Defining a service strategy Ensuring the service delivery systems are user friendly Managing for customer- oriented people especially on the frontline (Gilson and khandelwal, 2005). These models further argue that it is important for the components strategy, operations and people are all compatible but most literature show an indication of incompatibility. CHALLENGES OF MANAGERS/SUPERVISORS IN A CALL CENTRE Managers are faced with a number of challenges of which the most common and prevalent ones include: The conflict of quality versus quantity: In call centres, this conflict is at the core of many other related problems (Frenkel et al, 1998; Callaghan and Thompson 2002 dean, 2002). Measurement of both quantity and quality in most cases is based on performance. Research has shown that although management values quality, they tend to focus more on measurement and statistics which is as a result of the large amount of information provided to them. Information provided to them such as the number of calls per agent; the percentage of calls answered within a specified time frame; the average speed calls are answered, hence the shift of attention to quantity (Robinson and Clive, 2006). This has attributed to the high reliance on information systems to govern the pace of work in the call centre, provide the means to access the work of the call agents as well as monitor them. Information system can therefore be said to have shaped the social and organizational structure of the call centre (C alloghan and Thompson, 2001). But the negative consequence of this especially on the call agents include exhaustion, stress which should be of great concern to management. Organizations stress the need for customer satisfaction and have an overall strategic intent to acquire and retain their customers through high quality interfaces or interaction. But it has been observed that the aspect of quality in some case is given low priority than the efficiency of processing customer interactions (number of calls) at call centres (Mahesh and kasturi, 2006). Mahesh (1995) commented on the tendency of most organizations to move from high labour intensity and customization position of professional services to standardization and low labour intensity service. The origin of such problems could be traced back to the genesis of call centres and the reason for their rapid growth which is to reduce cost and increase efficiencies. The conflict of Control versus Empowerment: this is another common conflict observed in the call centre. According to Houlihan (2002), the orthodox design of the call centre is rooted in a control paradigm. Early literature on call centres abound with keywords such as blue-collar work; taylorism; battery farming; mental assembly line; worker resistance control and emotional labour (Fernie and Metcalf, 1997; knights and McCabe, 1998). Recent literature on the other hand has indicated the need for empowerment in service, but organisations specifically in the call centre still ignore this despite the fact that studies have indicated positive outcomes from increased empowerment. Empirical data also shows that call agents perceive themselves as less empowered than other workers in traditional office environment (Holdsworth and Cartwright, 2003). Thus the control paradigm of call centres seems to extend to the area of job design as well. Researchers also argue that the frontline agents pla y a critical role in service delivery in which their skills, knowledge motivation and loyalty are important factors to be managed by the organization (Sergeant and Frenkel, 2000). But the mass production model used at many call centres for operational efficiency assumes that jobs can be designed to be turn-over proof with workers as replaceable parts (Batt and Moynihan, 2002). Hence Wallace et al, 2000 labelled this as sacrificial HR strategy. Other common problems management is faced with in the call centre according to Taylor and Bain (1999) include: High rates of absence due to sickness High labour turnover Problem with motivating and keeping the employees committed to their jobs Lack of promotion opportunities especially in flat organisational structures. Loss of staff following investments in training. CALL AGENTS AND JOB STRUCTURE The general basic idea of a call centre operator or call agent is any worker with a telephone and a computer. This has led organisations in an attempt to differentiate their operations and services, come up with names such as Customer Service Centre or Customer Satisfaction. Various literatures have shown that agents usually work in large, open-plan offices seated in cubicles that are divided shoulder-high partitions. They are wired or connected to an integrated telephone and a computer system when they put on their headphones. In the researcher?s opinion, the job function of a call agent is basically to: Provide customers with detailed product and procedures involved Process customer transactions Attend to customer queries in an approachable, accurate and timely manner. Deliver standard service at all times to customer when interacting with them which is usually in accordance to specified service standards (scripts). In a call centre, the use of scripts either in the form of typewritten prompt or on screen template is an attempt to structure the speech of workers into a series of predictable and regulated routine queries and responses (Taylor and Bain, 1999). This could be regarded as another distinct feature of the call centre in terms of Communication between an agent and a customer. The call agents are expected to read and enter data into the computer system that is networked within the organization while interacting with the customer. This enables any other employee to easily access and retrieves the customer?s profile as well as their record history. Other expectations of call agents in relation to their work include: The call agent is expected to acquire and use lower-order and higher-order contextual knowledge in accomplishing their task (Deery et al, 2002). The lower-order contextual knowledge is knowledge about the company information; specific products; procedures; software practices an d people which may be in other departments on whom the call agents depend on for updated information as well as solution for more complex problems of the customer. While the higher- order is basically a deeper understanding of the lower, although this is not acquired during training but rather it is as a result of experience. Agents with such knowledge are seen to be more confident when dealing with the customers. But it should be noted that most of the knowledge required by the agents is embedded as information either as hard copy reference manuals or available online. The call agent is expected to display some skills when executing their duties. These skills include the computer skills which have to do with inputting data; word processing and navigating through several systems. The other skill is the social skill which is used mainly when relating to customers and other staff. A lot of attention is paid to the latter skill than the former because the social skill involves the abil ity to remain calm under pressure especially when faced with a continuous stream of customer calls; positive and tactful attitude when executing their duties as well as not getting personally engaged which protects them from customer abuse (Kinnie et al, 2000). In general, the call agent has to be systematic; creative and know who to depend on for more complex customer queries. Call centre jobs are highly specialized and simplified, thus there is a high level of division of labour which has its advantages. But there are also disadvantages such as low task variety (monotony of work), low task complexity, low utilization of educational qualification which are most times overlooked. Call agents are known to have no influence or control over their work in terms of the pace of their work (duration of calls, how many calls they receive) and also the planning and organisation of their work. These disadvantages are some of the factors that lead to depression among call agents and monotony o f their work is one of the most frequent reasons call agents quit their jobs (Deery et al, 2002). SUMMARY This chapter has defined discussed what a call centre is and highlighted the different perspectives of call centres found in literature. It identified the theories on which the analysis of this dissertation is based on, although it is further explained in the next chapter. It also discussed the call centre from different points of views such as technology which mentioned the fact that it still requires human interaction for any organisation to achieve its maximum potential, management who determine the work pace of the call centre. Although highlighting the challenges they are faced with, it also identified areas where they need to place more attention (i.e. control vs. empowerment). Lastly it discussed the general idea of call agents? job descriptions. This has served as a background to further explore in this research the working conditions of the call centre and determine the effect of information systems on their jobs. THEORY AND RESEARCH METHODOLOGY INTRODUCTION This chapter discusses the research approach adopted for this research based on the chosen theory. It also highlights the research methodolo Management Systems in a Call Centre Management Systems in a Call Centre ABSTRACT: Call centers are most common mean by which the Organizations can reach out to their customers and this explains their rapid growth. Many projects have been focused on call centers in order to explain their management and performance from different perspective. In this project, I have attempted to identify the two main perspectives and to explore the effective use of performance management systems found in a call centre to improve the performance of a call agents. This project was conducted in a sit-up ltd based in west Acton London, while I was working as a contact centre 1st line manager and as a customer services Team leader,. The project involved semi-structured interviews with thirty call agents and three IT employees. The analysis of the data was based on the management techniques and performance of a call centre agents on daily basis . Information systems present were standard and up to date which could also be found in any call centre and the working condition is a common issu e found in most literature. Hence the highlight of this project is on the fact that there is still the need for human interaction with information systems. We have focused on that issue that The people aspect of the call centre is been ignored, hence organizations are producing burnt out employees which in long terms could have a diverse effect on the organization despite the implementation of up to date and functional information systems. ACKNOWLEDGEMENT Firstly, I want to express my profound gratitude to the one and only Almighty God Who in His infinite mercies blessed me with this opportunity of undergoing learning at work partnership programme , M.A Computer and Business studies. Thank you all for your guidance throughout the academic year. Words are not enough to express my feelings . I want to specially thank and dedicate this project to my parents.. I want to thank Dr. Howard cowte, who taught me to believe in myself and in my work because he never let me off with a poor argument. Thank you again. Finally, I want to thank all my friends for their words of encouragement, support and friendship. Specially when I was going through hard times with my health. The CALL CENTRES. INTRODUCTION: dynaTrace is the innovator and emerging leader in application performance management (APM). The company offers the only continuous APM system on the market one that can monitor all transactions at all times and one that is used by all key contributors to application performance architects, development, test and production. Industry leaders such as UBS, Salesforce.com, Renault, EnerNOC, Fidelity, and Thomson Reuters use dynaTraces patent pending technology to gain deep visibility into application performance, identify problems sooner and reduce the mean time to repair issues by 90%. Leading companies rely on dynaTrace to proactively prevent performance problems from happening and quickly resolve those that do occur saving time, money and resources. Call centers are part of out daily life today as ATMs, self-service supermarkets and internet shopping (ebay). All of which are new age service delivery systems that the customer at large has had to accept and live with (Mahesh and Kasturi, 2006). Call centres are being used by many organizations in a wider contexts, hence the variations in their operations range from strategic purpose to the nature of technology used and finally to management style and priorities (Taylor and Bain, 2001). According to Calvert (2001), he observed that based on the several researches done on call centres, about 95% of call centres are reported to supply information to customers and about 74% process complaints. Hence it can be concluded that the 3 main drivers for call centres indentified are Improve customer services to retain their clients base. Gain new customers and after sales service. Reduce cost as compare to face to face clients and also to improve efficiency. A call centre in general, is regarded as an interface between customers and an organizations system (Information Systems and performance systems), in order to complete a well specified transaction such as generate sales; provide solutions to existing clients or advice on quite complex and technical issues like broadband support for their internet clients . Over the years, the advancement of IT, product and process knowledge as well as customer information are set into the system which has helped to reduce cost of training. This has therefore ensured core-service modules to be standardized; customized and at the same time has enabled the front line staff or call agents to concentrate on the customer and their interaction (Frenkel et al, 1998). Therefore, the purpose of this project is to explore the work environment of the call agent with respect to performance management systems, customer services and information systems. Highlighting the challenges they are constantly faced with, wh en executing their duties. Project was done while observing the performance and management in many departments of sit-up ltd, RESEARCH FOCUS This project was focused to explore the effective use of performance management systems in a call centre of sit-up ltd. The main questions this project seeks to investigate are daily tasks and targets: What are the working conditions in todays call centres and the call agents are subjected to? How do performance management systems affect the call centre working environment from the call agents? perspective? How does the work environment affect the agent emotionally? THE AIMS AND OBJECTIVES. The main aims and objectives for this project include: Identify the state-of-the-art performance management system in the call centre used in the organisation under study. This would enable us to understand the level of advancement of information systems in the organisation. Investigate the use of performance management systems in a call centre. Explore and determine the extent to how performance management system affects the working conditions of the call agent both in terms of the peroformance and improvements . In highlighting the issues and challenges the call agents encounter, it would provide an insight of the job description of a call agent from the call agents? perspective. This project also intends to bring more awareness to management regarding the issues and challenges the call agents are constantly faced with. A good knowledge of this would enable them effectively identify and address any form of resistance that may arise from the call agents. This could be done by offering adequate training and support in the use of the performance management systems. As well as improving communication with the call agents which could affect the work environment, making it more conducive. This in turn enhances better performance from the call agents and also for the management to reduce cost in hiring new agents on the floor and continuous monitoring from management and HR point of view. RESEARCH APPROACH. This project was based on learning at work method where many employees were observed and different management techniques were applied in order to improve their daily performance. This approach was found appropriate because it is concerned with understanding performance management systems from the social context, the social processes by which it was developed and construed by people and finally how it influences and is influenced by its social settings. Many employees were interviewed while generating data and statistics as call centres always have high level of absences and sicknesses. This was an easy approach to obtain information from number of employees and departments. Answers to complex questions and sensitive information which the respondents might be reluctant to give. Project Summary. This project is structured into many chapters in order to spread the information in easy and understandable way as outlined below: Call Centre This chapter is an introduction of the project highlighting the research area with a presentation of the aims and objectives of the research. Literature Review This chapter is a critical review of existing literature on call centre. It also discusses different theories and perspectives relating to the call centre. It also discusses the use of performance management systems within the context of this project. Theory and Research Methodology This chapter discusses the theory chosen for the analysis of the case, research approach and the rationale behind the methods chosen for this research. It also highlighted the research design. Project findings This chapter presents the case study, the findings from the semi-structured interviews conducted in the organization using the chosen theory as the conceptual lens for the discussion. Conclusion This chapter is an evaluation of the research findings with a reflection on its implications for practice. It also suggests some recommendations for future research. SUMMARY. This chapter has provided an introduction of call centre, identifying the focus area. It also stated the aims and objectives of this project as well as the research approach. It also presented a brief outline of the structure of the project. LITERATURE REVIEW. INTRODUCTION This chapter presents a critical review of existing literature on call centres. It discusses different theories and perspectives found in literature. This chapter also discusses the different uses of management techniques in a call centre in terms of management and the call agents. CALL CENTRES Call centre operations have become a norm in all sectors of the economy such as retailing, telecommunication, the entertainment industry (Taylor et al, 2002). They are a rapidly growing channel for service and sales delivery particularly in the financial service and telecommunication industry. These centres enable retail customers to transact business by telephone either using programmed information technology such as automatic voice response systems or through employees manipulating software to assist in answering queries resolving problems or selling products (Frenkel et al, 1998). Hence, growing number of organizations use call centres as a means of communicating with their customers directly (De Ruyter and Wetzels, 2000); managing customer complaints and maintaining customer loyalty (Pontes and O?Brien, 2000). However, despite the rapid emergence of technological innovations that have been developed to change and enhance the business processes in organisations, the call centre is still basically defined by the integration of the telephone and computer technologies (Taylor and Bain, 1999). In more details, the definition of a call centre is a dedicated operation in which computer utilizing employees receive inbound or make outbound telephone calls. These calls made or received are controlled by an Automatic Call Distribution (ACD) or a predictive dialling system. In other words, a call centre is therefore characterized by the integration of the telephone and Voice Response Units (VDU) technologies using recorded messages; Inter-active Voice Recognition (IVR) which enables customers interact with the information systems via telephone keys and speech recognition systems which enables a two-way communication between the computer and the customer using synthetic speech messages (Schalk and Van Rijckevorsel, 2007). A key feature of the call centre labour process is the integration of the telephone and the VDU technologies. Central to inbound operations is the ACD system which receives the incoming calls and automatically channels them to the available agents according to programmed instructions hence removing the need for the switchboard operators. In the case where there is no available agent to receive the call, the calls are stacked and distributed in sequence as the agents become available. Although the system can only stack a certain number of calls after which it automatically drops the calls. The agents take the calls automatically through the headset and their main assignment is to resolve the basic problems of a customer. On the other hand, for the outbound operations, it is largely based on telesales or telemarketing. The predictive dialling system works its way through the databases of their customer phone numbers and as programmed automatically dials the number of the customer as selected by the agent. At this point all the information of the customer is retrieved and displayed on the screen so as enable the agent have well info rmed communication. Their main job function is selling and advertising a particular product or service (Fernie and Metcalf, 1997). The common and defining call centre labour process is the ability for the operators to scan and interpret information on the VDU screens, manipulate their keyboards, retrieve data and at the same time communicate with the customer. Therefore, it is the integration of the telephone and computer technologies which both structures the labour process. This process also generates extreme levels of surveillance, monitoring and speed up which are manifest in a call centre. Recent technological developments are sought to minimize the wasteful manual operations and maximize the real time agents spend with customers hence this both speeds up and intensifies the work as the time gaps between calls are progressively reduced (Schalk and Van Rijckevorsel, 2007). In the author?s opinion, despite all these advancements in technologies, there is still the aspect of the h uman interaction. Employees? performance data as an instance which is either electronically displayed or in hard prints still requires human interpretation. Managers and team leaders based on the results can then take appropriate actions such as discipline or coach an underperforming agent. Hence it can be said that a call centre is a combination of technology driven measurements and human supervisors to interpret these results. CALL CENTRES AND THEORIES. In literature, there are two main theories seen to be dominant in the discussion of call centres: Foucauldian electronic panopticon which has been based on the labour process theory (Fernie and Metcalf, 1997). This is based on the preoccupation of an individual?s subjectivity which has masked the importance of a collective, trade unions organization which is a more developed form of resistance. This attempts to provide insight into the complexity of work organization and the way it is experienced by the call agents. Emotional labour which is based on the emotional labour theory (Hochschild, 1983). This requires an individual to induce or suppress their feelings in order to sustain the outward countenance that produces the proper state of mind in others. This provides insight and better understanding of how call agents in most cases have to define their outer expression so as to smile down the phone. These two theories further are explained in the chapter three. PERSPECIVES OF CALL CENTRES Literature has generally presented two distinct perspectives of call centres. First of all, there is the perspective presented by publicists who have portrayed exciting images of a call centre. It portrays a high level of co-operative teamwork among the employees, the call agents? work under very relaxed conditions and very professional in their interactions with their customers. The agents are said to smile down the phone after conversing with each customer (Taylor and Bain, 1999). However, there is the other perspective presented by Fernie and Metcalf (1998) that portrays the call centre based on the Bentham?s panopticon. It emphasizes the constraining nature of work setting described as the electronic sweatshop or panoptical wired cage (Frenkel, 1998). Based on this view, employees are connected to information technology that automatically allocates work, facilitates its completion and monitors employee performance. In other words, work is conducted in relative isolation from other colleagues but under the constant gaze of management who are responsible for structuring and interpreting the electronic information. Work can therefore be regarded as deskilled and monotonous. They claim that the constant surveillance of the supervisors on the agents has enabled them have total control over the agents which eliminates any form of resistance from the call agents. Hence call centres have been referred to as dark satanic mills or new sweatshops. However, it is worth noting that their perspective was not based from a range of studies carried out on call centres but rather it was primarily based on payment systems of which they studied a call centre. CALL CENTRES AND INFORMATION SYSTEMS One main indication of call centres is in most cases defined in terms of the Information and Communication Technologies (ICTs) they make use of rather than by any specific outputs they create (Frenkel et al, 1998; Taylor and Bain, 1999). Systems such as the Automatic Call Distribution (ACD) that places inbound calls in a queue and allocates them to the agents, speech recognition systems as well as screen capture are example of systems found in a call centre. But information systems has also increased the control and surveillance of calls (which could either be inbound or outbound), the agent that?s handles the call and virtually every activity they perform on real time basis (Robinson and Clive, 2006). Hence it is argued that technology found in call centres constitutes a version of technical control. According to Callaghan and Thompson (2001), technology tends to control speed through ensuring that call agents are aware of queue numbers and average waiting times. In such instances, managerial control is seen to be evident through the use of such technologies and could at the same time produce employee resistance. However, ICT has the potential to create skilled and enabled workforce (Fernie et al, 1998, and Kinnie et al, 2000). In such a situation, the improved employee independence may be resulted through the creation of alternative socio-technical systems within the call centre. This could be exhibited with self-managed work teams who have the tendency to produce more customized outputs when the dynamics of empowerment displaces the reality of control (Batt and Moynihan, 2004). This can be regarded as another concept of the call centre which is referred to as the semi-professional empowered worker (Winslow and Bramer, 1994). In this setting work is increasingly customized to the needs of the customer. The agent uses IT to seamlessly identify and render service to the customer and appropriate software assists in on-the-job learning thereby improving the agent ?s knowledge and skills. Based on the labour process, systems implemented in the call centre are based on the expected result. According to Edward (1979) cited in Russell (2007), who first classified ICT as technological control, in agreement to this Callaghan and Thompson (2001), also argue the fact that management deliberately choose a technology that is designed in such a way as to limit the worker?s independence, hence are almost seen as part of the machine (technology) which continuously directs calls at them. This was represented in the expression of Taylor and Bain (1999) stating „the assembly line in the head?, where technology supports the formulation of specific targets of which workers are held accountable for (Taylor and Bain, 2001). Another aspect of technologies in a call centre is the organizational culture or behaviour. This is an attempt in understanding how new technologies affect the (re)organization of work. Barleys (1990), emphasized the need for researche rs to focus more on how new technologies are incorporated into the everyday working lives of the organizational members. His argument was that a particular system could have different effects in various departments or jobs. This draws attention to the organizational theory which is based on the behaviour of users when a new technology is implemented focusing on how they establish patterns to either conform or deviate from the intentions of the designers (Russell, 2007). This aspect is outside the scope of this dissertation. Technology can therefore be regarded as a solution that bridges the sales and marketing functions to improve targeting efforts. In other cases, it can be viewed as a tool that is specifically for a one-to one customer interaction which is regarded as the sole responsibility of the sales/service; call centres or marketing departments (Peppers, 2000). But on the overall, it should neither be regarded as just a mere technology nor application but rather a cross-func tional , customer-driven, technology-integration business process management strategy that aims at increasing and maximising relationships which also encompasses the entire organisation. This is often referred to as Customer Relation Management (CRM) (Goldenberg, 2000). Literature has shown that CRM is based on the interaction of: People: this refers to the people working with the system and are regarded as the building block for customer relationship, Business process: this defines the overall business goal of the organisation Technology: this is an enabler for achieving remarkable improvement in the performance of the organisation (Chen and Popovich, 2003). These interactions are represented in the diagram below Diagram 2.1 The CRM Model (Chen and Popovich, 2003). CALL CENTRE AND MANAGEMENT In general, academic literatures on call centre have focused on employment, relationship and the labour process. A significant number of these literatures have focused largely on managerial perspective in terms of operations and performance. Call centres are people intensive operations and the management of the frontline employees otherwise referred to as the call agents has been identified as one of the biggest challenges for call centre managers (Houlihan, 2002). Call centres potentially contribute to customer satisfaction and retention but most organizations still fail to exploit full strategic value out of their call centre operations (Mahesh and kasturi, 2006). Traditionally service management models recommend that Organisations focus on three areas which include: Defining a service strategy Ensuring the service delivery systems are user friendly Managing for customer- oriented people especially on the frontline (Gilson and khandelwal, 2005). These models further argue that it is important for the components strategy, operations and people are all compatible but most literature show an indication of incompatibility. CHALLENGES OF MANAGERS/SUPERVISORS IN A CALL CENTRE Managers are faced with a number of challenges of which the most common and prevalent ones include: The conflict of quality versus quantity: In call centres, this conflict is at the core of many other related problems (Frenkel et al, 1998; Callaghan and Thompson 2002 dean, 2002). Measurement of both quantity and quality in most cases is based on performance. Research has shown that although management values quality, they tend to focus more on measurement and statistics which is as a result of the large amount of information provided to them. Information provided to them such as the number of calls per agent; the percentage of calls answered within a specified time frame; the average speed calls are answered, hence the shift of attention to quantity (Robinson and Clive, 2006). This has attributed to the high reliance on information systems to govern the pace of work in the call centre, provide the means to access the work of the call agents as well as monitor them. Information system can therefore be said to have shaped the social and organizational structure of the call centre (C alloghan and Thompson, 2001). But the negative consequence of this especially on the call agents include exhaustion, stress which should be of great concern to management. Organizations stress the need for customer satisfaction and have an overall strategic intent to acquire and retain their customers through high quality interfaces or interaction. But it has been observed that the aspect of quality in some case is given low priority than the efficiency of processing customer interactions (number of calls) at call centres (Mahesh and kasturi, 2006). Mahesh (1995) commented on the tendency of most organizations to move from high labour intensity and customization position of professional services to standardization and low labour intensity service. The origin of such problems could be traced back to the genesis of call centres and the reason for their rapid growth which is to reduce cost and increase efficiencies. The conflict of Control versus Empowerment: this is another common conflict observed in the call centre. According to Houlihan (2002), the orthodox design of the call centre is rooted in a control paradigm. Early literature on call centres abound with keywords such as blue-collar work; taylorism; battery farming; mental assembly line; worker resistance control and emotional labour (Fernie and Metcalf, 1997; knights and McCabe, 1998). Recent literature on the other hand has indicated the need for empowerment in service, but organisations specifically in the call centre still ignore this despite the fact that studies have indicated positive outcomes from increased empowerment. Empirical data also shows that call agents perceive themselves as less empowered than other workers in traditional office environment (Holdsworth and Cartwright, 2003). Thus the control paradigm of call centres seems to extend to the area of job design as well. Researchers also argue that the frontline agents pla y a critical role in service delivery in which their skills, knowledge motivation and loyalty are important factors to be managed by the organization (Sergeant and Frenkel, 2000). But the mass production model used at many call centres for operational efficiency assumes that jobs can be designed to be turn-over proof with workers as replaceable parts (Batt and Moynihan, 2002). Hence Wallace et al, 2000 labelled this as sacrificial HR strategy. Other common problems management is faced with in the call centre according to Taylor and Bain (1999) include: High rates of absence due to sickness High labour turnover Problem with motivating and keeping the employees committed to their jobs Lack of promotion opportunities especially in flat organisational structures. Loss of staff following investments in training. CALL AGENTS AND JOB STRUCTURE The general basic idea of a call centre operator or call agent is any worker with a telephone and a computer. This has led organisations in an attempt to differentiate their operations and services, come up with names such as Customer Service Centre or Customer Satisfaction. Various literatures have shown that agents usually work in large, open-plan offices seated in cubicles that are divided shoulder-high partitions. They are wired or connected to an integrated telephone and a computer system when they put on their headphones. In the researcher?s opinion, the job function of a call agent is basically to: Provide customers with detailed product and procedures involved Process customer transactions Attend to customer queries in an approachable, accurate and timely manner. Deliver standard service at all times to customer when interacting with them which is usually in accordance to specified service standards (scripts). In a call centre, the use of scripts either in the form of typewritten prompt or on screen template is an attempt to structure the speech of workers into a series of predictable and regulated routine queries and responses (Taylor and Bain, 1999). This could be regarded as another distinct feature of the call centre in terms of Communication between an agent and a customer. The call agents are expected to read and enter data into the computer system that is networked within the organization while interacting with the customer. This enables any other employee to easily access and retrieves the customer?s profile as well as their record history. Other expectations of call agents in relation to their work include: The call agent is expected to acquire and use lower-order and higher-order contextual knowledge in accomplishing their task (Deery et al, 2002). The lower-order contextual knowledge is knowledge about the company information; specific products; procedures; software practices an d people which may be in other departments on whom the call agents depend on for updated information as well as solution for more complex problems of the customer. While the higher- order is basically a deeper understanding of the lower, although this is not acquired during training but rather it is as a result of experience. Agents with such knowledge are seen to be more confident when dealing with the customers. But it should be noted that most of the knowledge required by the agents is embedded as information either as hard copy reference manuals or available online. The call agent is expected to display some skills when executing their duties. These skills include the computer skills which have to do with inputting data; word processing and navigating through several systems. The other skill is the social skill which is used mainly when relating to customers and other staff. A lot of attention is paid to the latter skill than the former because the social skill involves the abil ity to remain calm under pressure especially when faced with a continuous stream of customer calls; positive and tactful attitude when executing their duties as well as not getting personally engaged which protects them from customer abuse (Kinnie et al, 2000). In general, the call agent has to be systematic; creative and know who to depend on for more complex customer queries. Call centre jobs are highly specialized and simplified, thus there is a high level of division of labour which has its advantages. But there are also disadvantages such as low task variety (monotony of work), low task complexity, low utilization of educational qualification which are most times overlooked. Call agents are known to have no influence or control over their work in terms of the pace of their work (duration of calls, how many calls they receive) and also the planning and organisation of their work. These disadvantages are some of the factors that lead to depression among call agents and monotony o f their work is one of the most frequent reasons call agents quit their jobs (Deery et al, 2002). SUMMARY This chapter has defined discussed what a call centre is and highlighted the different perspectives of call centres found in literature. It identified the theories on which the analysis of this dissertation is based on, although it is further explained in the next chapter. It also discussed the call centre from different points of views such as technology which mentioned the fact that it still requires human interaction for any organisation to achieve its maximum potential, management who determine the work pace of the call centre. Although highlighting the challenges they are faced with, it also identified areas where they need to place more attention (i.e. control vs. empowerment). Lastly it discussed the general idea of call agents? job descriptions. This has served as a background to further explore in this research the working conditions of the call centre and determine the effect of information systems on their jobs. THEORY AND RESEARCH METHODOLOGY INTRODUCTION This chapter discusses the research approach adopted for this research based on the chosen theory. It also highlights the research methodolo