Corporate Culture or Customer Care Where Does the Buck Stop

Corporate Culture or Customer Care Where Does the Buck Stop Offers some new and different insights into the field of managementdevelopment. Begins by inviting the reader to consider that bottomlineprofit results are influenced by the behaviour of, and attention to,both internal and external customers. An example is then used to explainhow the context for management development hinges on three keyorganizational factors, namely culture, consultation and commitment.Links this contextual framework to two important business profiles,namely the business strategy profile and the business planning profile,in order to locate the management development context. Reinforces theview that training initiatives such as customer careprogrammes only really work when the context is not only explained tostaff, but that such initiatives are finite, measurable in resultsterms, and carry customerrelated benefits which affect theprofitability of the business. Argues that unplanned staff developmentinitiatives can militate against real progress being made, simplybecause of the lack of contextual integration. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of European Industrial Training Emerald Publishing

Corporate Culture or Customer Care Where Does the Buck Stop

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Publisher
Emerald Publishing
Copyright
Copyright © Emerald Group Publishing Limited
ISSN
0309-0590
DOI
10.1108/EUM0000000000236
Publisher site
See Article on Publisher Site

Abstract

Offers some new and different insights into the field of managementdevelopment. Begins by inviting the reader to consider that bottomlineprofit results are influenced by the behaviour of, and attention to,both internal and external customers. An example is then used to explainhow the context for management development hinges on three keyorganizational factors, namely culture, consultation and commitment.Links this contextual framework to two important business profiles,namely the business strategy profile and the business planning profile,in order to locate the management development context. Reinforces theview that training initiatives such as customer careprogrammes only really work when the context is not only explained tostaff, but that such initiatives are finite, measurable in resultsterms, and carry customerrelated benefits which affect theprofitability of the business. Argues that unplanned staff developmentinitiatives can militate against real progress being made, simplybecause of the lack of contextual integration.

Journal

Journal of European Industrial TrainingEmerald Publishing

Published: Jun 1, 1993

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