The workers themselves may also not be keen to invest in skills specific to the business since their job is not secure. Conley (2006) said that organisations tend not to provide training and development of the highest quality to their temporary workers. Even if the workers were in the organisation for years the employer would still not find it necessary to invest in proper training simply because they were temporary (Conley, 2006). Despite the fact that temporary and fixed-term workers are entitled to equal opportunities when it comes to training the employers always found a way around this (Conley, 2006). This is obviously negative since workers will not achieve their full potential and their work not being completed to the best it could be (Altuzarra and Serrano, 2010).
Due to the decline in sales Riordan has had to revise its sales approach and process to better serve customers, however, with the changes came more issues. Employees are concerned about the fairness of incentives and compensation and do not understand how that will translate effectively into the CRM system. Riordan has a very diverse workforce with a plethora of motivational needs, from valuing interesting work to larger paychecks. Riordan is not effectively communicating to all the various demographic groups within the company. Employees have revealed in the annual survey that many are not satisfied or challenged by their work, and do not feel adequately compensated for their efforts.
Management has a huge responsibility in running a business. Without fully trained, qualified managers, the company will suffer. Managers at Atwood’s lack the ability to correctly manage their employees. They tend to make rude remarks towards employees as well as costumers. The management has also had the problem of overstaffing employees because they are a new business.
Happy Chips, Inc. is faced with a serious problem, with only having one mass merchandise customer called “Buy 4 Less” being unhappy with the company’s operating performance. Buy 4 Less had several problems cited including frequent stock outs, poor customer service responsiveness, and high prices for the products being supplied. Buy 4 Less came up with solutions they think seem fit to fix the problems they found with Happy Chips, Inc. and if Happy Chips, Inc. wishes to remain a supplier to their company they will have to incorporate these changes. The problem however with this scenario, is that employees of Happy Chip, Inc. are not happy with the demands Buy 4 Less has bestowed upon them which include providing direct store delivery four times a week instead of three, installing an automated order inquiry system to increase customer service responsiveness, and decreasing product prices by 5%. Even though the easiest thing for Happy Chips, Inc. to do is to agree to the changes Buy 4 Less wants them to do, Wendell Worthmann, the manager of logistics cost analysis doesn’t agree to the changes right away.
THE IMPORTANCE OF WRITING SKILLS IN BUSINESS COMMUNICATIONS: HOW AND WHY TO IMPROVE EMPLOYEES’ WRITING These last few weeks have been hard for some people in the office. Many arguments erupted and people started to blame each other for the fact that this particular business deal might be lost. All this arguing amongst the employees does not improve the work environment, and it is apparent to clients that the atmosphere in the office is not professional. The reason for the dispute is clearly due to misunderstanding through poor written communication. This had a negative effect on some people’s feelings, which in turn lead to low morale and higher risk of losing business which can be directly attributed to poor writing skills.
16. Forgetting sales strategy Too much innovation in pre-production stage makes the entrepreneur forget the post-production strategy, such as sales. 17. Lack of planning Because the plan is weak, the absences of a written business plan both short term and long term. Business owners react continuously, even being overwhelmed with work to be done.
Through thorough analysis, Company X has attributed the poor quality of its programs as a reason why customers are dissatisfied and seeking other vendors. The programs are full of bugs and glitches, which affect the overall performance of these programs. Company X also does not have access to as many resources as their competitors do, thus affecting the build and design of each program. Loss of revenue continues to make necessary resources even harder to acquire. Customers are losing patience with Company X because the overall development time for each program is taking too long.
Originally Hewlett-Packard was the standard in computer electronics; however, this is not reality today. HP's reputation declined through the `80s and early `90s because of poor quality management. To regain the respect they had lost the marketing and engineering departments at HP worked their fingers to the bone to create a new image for the company. This was very effective; today HP owns a modest 6.2% of the PC market and a very healthy reputation for quality PC's and peripherals, (Industry Survey, Apr. 2000).
However, Toshiba also faced some marketing issues. Services of Toshiba Company doesn’t satisfy because there are too much complains about it. It can see some customer complain about the product haven’t reach on time after send to repair. It is a big problem to the Toshiba Company who should it immediately. Furthermore, the poor selling process also the marketing issues faced by Toshiba.
Lack of in-person interviews makes communications reliant solely on verbal cues. According to glassdoor.com, a website that rates companies via anonymous input from employees and candidates the human resource department doesn’t always tell interviewees of the outcome. Eventually they just assume they didn’t get the job. Even if the candidates land the job they sometimes turn it down because it took such a long time to get an offer, and have been hired by competitors (glassdoor inc., 2011). The employment process at my company is not the most pleasant for candidates as well as hiring managers.