Which Of The Generic Business Processes Did They Seem To Exe ✓ Solved

Which of the generic business processes did they seem to execute?

Which of the generic business processes did they seem to execute? 1. Processes are fundamental to the structuring of organizational exercises that, at their end, end in specific outputs. With strategy and organizational objectives in the mix, processes regularly intensify the connection between time, quality, output, cost, and efficiency. Often, most general types of processes found within companies are related to marketing, sales, customer service, research (development), and manufacturing.

At AT&T in the sales and service center, marketing, sales, customer service, and research were those most common to me in my division, with specific input on sales and customer service. 2. What organizational element was the “lead†for each one? 1. The sales and service leaders were the lead for both sales and customer service training elements.

1. Sales processes are the devices used by organizations to move prospective customers from a stage of engagement to a stage of purchase in the organization’s sales offerings. The purpose of customer service processes is two-fold: to provide assistance to those who invest in an organization’s offerings and to boost the performance of internal members tasked with managing the customer relations process. The overarching goal of this device is to build and sustain an end-to-end customer experience linked to the connection between the consumer and the company. Interestingly enough, human resources didn't provide any professional development, and a major lack of organizational development was apparent throughout the organization (my division of the organization).

At the same time, I would not have wanted the HR group to train my people in sales and service because they were so far removed from the process that it would not have been good training and would not have been received well from members. 3. Where there any challenges between the staff elements in supporting the lead? 1. There were only gaps between leadership and "boots on the ground" staff executing when the leader was not well-connected to his/her team, or the work that they were doing.

Sales and customer service processes are executed at the operational level, with decision-making, design, and strategy for these processes being carried out at the tactical or mid-level. So then, if the leaders didn't include, mainly, the tactical-level associates, then plans were made that received ridicule prior to execution and/or were executed half-heartedly. At the same time, those leaders that remained well-connected with their followers ensured solid execution and typically met or exceeded expectations. 4. Who was responsible (i.e., the lead) for the IT systems used in the above processes?

1. Strangely, IT was not responsible for the roll-out, use of, or training of, any IT-related systems and/or processes in this particular scenario. It was the team leaders who had to, pretty much, self-train, on the new requirements, then roll them out department-wide, team specific. As an example, I was charged with understanding a new sales software rollout, development of a training program, and was expected to roll it out to my initial team, and then was "asked" to train other managers in the organization on it as well. There was no IT involvement.

In fact, IT was only involved if we had system issues that negatively impacted our work. References: Davenport, T. H. (1993). Process innovation. Harvard Business School Press. Goodman, J.A. (2009). Strategic customer service: Managing the customer experience to increase positive word of mouth, build loyalty, and maximize profits. Amacom.

Paper For Above Instructions

The execution of generic business processes is crucial for organizations aiming to create value and achieve their strategic objectives. Various processes such as marketing, sales, customer service, research and development, and manufacturing play essential roles. This paper focuses on analyzing the execution of these generic business processes within the context of AT&T’s sales and service center, emphasizing the roles of different organizational elements, challenges faced, and responsibilities regarding IT systems.

Overview of Generic Business Processes

Business processes are systematic series of actions or steps that organizations implement to deliver specific outcomes. In the case of AT&T, key processes identified include marketing, sales, customer service, and research and development. These processes intertwine to enhance the overall effectiveness of the organization, supporting strategic goals while ensuring accountability and quality through performance metrics (Davenport, 1993).

Organizational Leaders and Processes

Within AT&T, the lead organizational elements for these processes included sales and service leaders, who played a pivotal role in training and overseeing the execution of sales and customer service activities. The importance of competent leadership cannot be overstated; leaders who actively engage with their teams tend to foster a culture of accountability and high performance (Goodman, 2009). Conversely, when leaders fail to connect with their teams, it creates gaps in execution and training, ultimately undermining the organization's objectives.

Challenges Faced by Staff Elements

Challenges were evident in the communication and collaboration between leadership and operations staff at AT&T. When leaders were disconnected from the team’s actual work, it often led to poorly devised plans and inefficient task execution. Sales and customer service processes should ideally function at the operational level, with input from tactical-level associates that ensures practical implementation of strategies. However, leaders sometimes overlooked involving these key staff members, leading to frustration and underperformance (Ferrance, n.d.).

Role of IT Systems in Business Processes

IT systems play an integral role in supporting the generic business processes. Interestingly, at AT&T, the responsibility for the rollout and training related to IT systems rested with team leaders rather than the IT department. This created a situation where leaders, like myself, had to self-train on new systems and processes, which was not always effective due to the lack of IT support. Consequently, this approach often led to inconsistencies and gaps in knowledge across teams (Zentis, 2015). IT involvement was predominantly limited to addressing system malfunctions rather than facilitating effective training and system integration.

Conclusion

The evaluation of the execution of generic business processes at AT&T highlights the critical importance of efficient leadership, effective communication, and robust IT support. Organizations must recognize that a well-connected leadership fosters better execution of processes, leading to enhanced organizational performance. On the other hand, reliance on self-trained team leaders without adequate IT involvement could hinder the overall efficiency of business processes, emphasizing the need for a cohesive strategy that unifies leadership, staff engagement, and technological support.

References

• Davenport, T. H. (1993). Process innovation. Harvard Business School Press.
• Goodman, J.A. (2009). Strategic customer service: Managing the customer experience to increase positive word of mouth, build loyalty, and maximize profits. Amacom.
• Ferrance, E. (n.d.). Action Research: Themes in Education. Retrieved November 27, 2016, from www.nsrfharmony.org
• Zentis, N. (2015, August 23). Implementing the Action Research Model. Institute of Organizational Development. Retrieved August 26, 2018, from www.orgdevinstitute.com
• Chopra, S., & Meindl, P. (2016). Supply Chain Management. Pearson.
• Porter, M.E. (1996). What is strategy? Harvard Business Review.
• Kotler, P., & Keller, K.L. (2016). Marketing Management. Pearson.
• Reichheld, F.F., & Schefter, P. (2000). E-Loyalty: Your Secret Weapon on the Web. Harvard Business Review.
• Slack, N., Chambers, S., & Johnston, R. (2010). Operations Management. Pearson.
• Baker, M.J. (2003). Marketing Strategy and Management. Palgrave Macmillan.