Managing results in the business environment

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Managing for results is a business method to management organizations that use results as the standard of operation a company. It is also consummate and gives expression to the management standard of CIPD (Chartered Institute of Personnel and Development) leadership. Managing for results module as detailed in the CIPD's standard for leadership and management. The standard recognizes that leaders and managers at all levels and in all sectors must have the relevant knowledge, understanding and skill to enable them to work effectively in their organizations. The nature of managing for results includes management practice, delivering change, enhancing customer relations and enabling continuous improvement (Watson and Gallagher, 2005). Managing for results is not only a better way to clear and confirm the goals but also make the results become the competition advantages in the future.

The main aim of this report is to devise a supervisor and team development program for Century Insurance in order to enable the their staffs to coordinate work across India and Canada. Aim for the training is identifying individual staff and group work requirements to supervisors for building good teams. The most important thing is that quality control management and continuous improvement process are necessary to educate supervisors.

1.0 Introduction

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Managing for results has four boards, to be specific, Watson and Gallagher in 2005 point out that management practice is operated organization infrastructure in current situation and is directly related to the product or service being delivered. Delivering change provides the existent requirement for organizations to be aware, plan for, and deliver change effectively in an uncertain environment. This will include internal change projects and responding to external changes. Enhancing customer relations puts the customer's importance into the results equation. Enabling continuous improvement advocates an emphasis upon striving for improved quality of product and service.

The CIPD standard's stated focus for managing for results is providing direction, gaining commitment, facilitating change, improving organizational performance, satisfying customers, maintaining quality and continuous improvement. And managerial development needs reflective practitioner, performance enhancer, lifelong learner, leader/ visionary, change facilitator, coach/ mentor, customer adviser and strategic thinker. The development scheme from those got desired results (excellence results) that are key performance results, customer satisfaction, leader/ visionary and impact on society.

The objectives of the training development scheme of managing for results are achieved increase revenue by proactively increasing customer portfolio and cross-selling / up-selling; reduce cost by centralizing and integrating service delivery technologies, provide more knowledge of company's product, services, and operations, beside understand and measure call centre metrics, AHT, SL, CPC, CS, QMS, SA, AC etc. Moreover, formulate reward or incentive scheme for performs.

1.1 background of Century Insurance

The insurance industry in UK is helping people and companies protect themselves against the everyday risks they face. Whole UK insurance companies pay out over £280 million in general insurance claims, pension and life insurance benefits every day. It let UK insurance industry became the largest country in Europe and the third largest in the world (ABI, 2011). Century Insurance is one of the insurance companies in UK.

Century Insurance was established in 1848 and became a limited company in 1881 in UK. Its share was floated on the London Stock Exchange in 1924. It is a member of Association of British Insurers which is the trade body for insurance organization. Century Insurance has since grown to become on of the UK's leading independent brokers from 19's century. And it is a leading provider of life and pension products in Europe with substantial positions in other markets around the world, marking it became the world's top ten insurance company based on gross worldwide premiums in 2007. For more than 150 years, the vision for the industry and Century Insurance is obtaining a sustainable profitable and growing insurance industry in the UK. Today they include over 21,500 employees serving over 35 million clients around the world.

There main products are long-term savings, fund management and general insurance such as car insurance, home insurance, life insurance, health insurance and retirement. In recent year, the company specialises in providing insurance solutions for career people and therefore it is a lifelong relationship that they seek with their customers. They proved product range that starts with students and continues through to retirement and beyond. Thus, people can therefore get the most appropriate insurance policy to suit them changing lifestyle.

1.2 The Organizational Structure of Century Insurance

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Century Insurance is responsible for issues on the group-level, including strategic planning, capital management, leadership, brand value appreciation, culture construction, risk control and supervision on management. Organizational structure is the mechanisms within the company which divide up its activities so that the managerial processes of planning, organising, leading and controlling may be carried out (Pugh, 1990). A good organizational structure will allow people and groups to work effectively together while developing hard work ethics and attitudes. There are functional structure, divisional structure, pure project structure and matrix structure. Century Insurance's head office in London and the organization divide into three simple parts, operation, human resource and finance department. It used functional structure, the advantages of this kind of structure include quick decision making because the group members are able to communicate easily with each other. People in functional structures can learn from each other easier because they already possess similar skill sets and interests.

Figure 1: Century Insurance's organizational structure

Century Insurance will build two call centers in India and Canada recently. India call centre serve clients in Asia and Middle East clients, Canada call centre serve with USA, Canada, Australia and New Zealand. The supervisory staffs going to choose employees form local and they must consider culture differences and how to build an effective team.

Figure 2: Departments for Century Insurance

2.0 Organizational Culture

2.1 Culture

Culture is the obtain knowledge that people use to explain experience and to produce social behaviour. Additionally Culture is shared by members of a group, organisation or society. And as a result people learn to form the values and attitudes that shape them individual and group behaviour (McCracken, 1986). Components of culture include Language, Religion, Aesthetics, Education, Social Organisations, Technology and Material Culture, Law and Politics, Values and Attitudes. (Doole & Lowe 2008)

Cultural dimensions are mostly psychological dimensions, or value constructs, which can be used to describe a specific culture. Hofstede (2001) has found five dimensions in his study. It involves Small or large power distance, Individualism or collectivism, Masculinity or femininity, Weak or strong uncertainty avoidance and Long or short term orientation.

Power distance is how the people expect power as normal in a country. Individualism or collectivism is people consider themselves or their families or organizations they belong to. Masculinity or femininity is the extent to which a culture is conducive to dominance, assertiveness and acquisition of things or a culture which is more conducive to people, feelings and the quality of life. Uncertainty avoidance is the degree to which people in a country prefer structured over unstructured situations. Long-term or short-term orientation is values oriented towards the future or towards the past and present. When Century Insurance company build the new call centre in different countries should focus staffs' cultural dimensions. Because of culture differences can generate barrier between supervisors and employees. However, supervisory staffs can through organizational culture effect employees. The significance of culture is that it is rooted in deeply held beliefs. Culture can work for an organization by creating an environment that is conductive to performance improvement and the management of change.

2.2 Organizational Culture

Organizational culture is an idea in the field of organizational studies and management which describes the values, beliefs, attitudes and assumptions of an organization which shape the ways people behave and things get done. Organizational culture is concerned with abstractions such as values and norms which fill the whole or part of an organization. It has been defined as by Charles and Gareth (2001) "the specific collection of values and norms that are shared by people and groups in an organization and that control the way they interact with each other and with stakeholders outside the organization." Organizational culture can work against by generate barriers that stop the organization development. These barriers include resist to change, low effective, no passion on work and lack of commitment.

Organizational culture includes values and artefacts. Values are come into being social moral and ethical, and determine what people think ought to be done (Brown, 1995). Artefacts link to work environment which are the visible and tangible aspects of an organization that people hear, see or feel. Employees influenced by organizational culture that can be to deliver a sense of identity and unity of purpose to members of the organization, facilitate the generating of commitment and mutuality, shape behavior by providing guidance on what is expected. Cameron and Quinn in 2005 stated that managers can influence the evolution of culture by being aware of the symbolic consequences of their actions and by attempting to foster desired values. It is need four ways to make an organizational culture develops. First, culture formed by the leaders in the organization. Second, culture is formed around critical incidents. Third, culture develops from the need to maintain effective working relationships among organization members, and this established values and expectations. Finally, culture is influenced by the organization's environment.

2.3 Teamwork

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Katzenbach and Smith (1993) give their definition of a team. "A team is a small number of people with complementary skills who are committed to a common propose or performance goals and approach for which they hold themselves mutually accountable."

There are many different types of teams in organizations. The main categories are organizational teams, work teams, project teams and ad hoc teams. People in organizational teams are fairly loose groupings in an organization. Work teams formed of people who are dependent on one another to deliver the specified results for which the team has been formed. Project teams are suit for long term plan and project. Ad hoc teams are taskforces or working-parties to deal with specific problems. Teamwork can make employees maximum their individual potential for growth and development and function successfully in an effective work.

How to become an effective team leader in building a high performance team is an important skill to develop organization. To achieve good teamwork, team leaders or supervise should establish direction that make all the team efforts are directed towards the goals(Margerison, 2002). People in the organization are diversity of skills and personalities, so choose members who have the required technical and team-working skills. Agree team objectives and standards with the team, harmony in member relationships. Assess people's performance not only on the results they achieve but on their capacity to work well in a team. Encourage team members to plan their own work, build trust with them by spending one-on-one time in an atmosphere of honesty and openness. Stimulate team members to come up with joint suggestions on how the performance of the team could be improved or working methods changed for the better.

3.0 Discussion

Fayol in 1949 claimed that "all undertakings require planning, organizing, command, coordination and control to function properly." And these all belong to managerial activity.

Planning---Setting a good plan contains unity, flexibility, continuity and precision.

Organising--- Operate a business is to provide it with everything useful to its functioning.

Command--- Leadership delegate tasks to employees.

Co-ordination--- Harmonise activities to facilitate its working and success. Such as positive encouragement and good communications.

Control--- Assessing everything occurs in conformity, with the plan adopted, the instructions issued and principles established.

This training scheme for Century Insurance will help them build an effective call centre in India and Canada. It can improve the quality and productivity, reduces the cost of recruiting and improve the quality of CSRs. The most important things for supervisory staffs are awareness of staff strength and weaknesses, widen employee managerial competency, boost staff confidence and morale and increase the competency level of the staff. As the result, the Century Insurance will reduce staff turn over, fosters the staff development and retention. Moreover, good attitude to customer will lead to customer loyalty and retention. When evaluate the training scheme can check the quantity of the customers, , coordination between countries, online survey of call centre, collect satisfaction and feedback from the customers.

However, to be a good leadership is the key point to make this scheme successful (Beibin, 1981). Essential skills for successful leadership are imparting direction, showing respect, being formative, having values, acting with energy and being role models. So supervise can learn from these three form of learning in the workplace, formal, informal and entrepreneurial (Mumford, 2006). In 1995, Cotton point out the theory of learning. On job, people can accidental learning at work by unconscious learning such study with colleagues, and making and taking learning opportunities at work by conscious learning. And when they off job, they can accidental learning at home and socially by unconscious learning from TV show or book, and structured learning experience by conscious learning such as skills training.

Part B

Group Learning Review

Honey and Mumford (2006) claimed four learning styles of individuals in an organization and argued that these are portraits of individual learning behaviors. There four styles are:

Theorists---Seeks the understanding of core concepts and have an intellectual approach

Reflectors---Observers and like to work at their own pace and way

Activists---More practical in approach and impatient with theories

Pragmatists---Tries to link theory with practice, good learners and aims to implement action plans

Review the learning program from13 October 2010 to 17 November 2010; we divided into five stages to work. We have six members in our group. They are Yousuf Ali, Hao Wang, Xiong Xiao, Kalwalee Nanna, Marites Cristina Mil and Muhammad Shahbaz. In the first stage, all group members have researched and worked separately with the assignment. We general discussed about topic but not shared information collectively as a group. We selected the Century Insurance Company to study. As the topic, we know this company want to build two call centers in different countries and they want to train their supervisors and staffs to improve service quality. From this stage, we learned a little knowledge about call center and insurance background. It was a good experience to work with a group. It helps me to know who to make teamwork. In second term from 20 October 2010, our group identified the insurance company to which training and development of call centre scheme will be given. We got general information of Century Insurance, such as company history, structure, organizational culture and company mission. We learned how the company structure and company culture are important. Moreover, we analyzed industry trend and how organizations grow over years and some detailed information and facts about the company and insurance industry unknown earlier were realized. In the next step, our group identified the aims and objectives of training scheme. From analyzed the issues of Century Insurance, we decided train supervisor staffs to focus on culture differences and build an effective team. From 3 November 2010, our group works on training and development scheme. We studied different theories of training and developing scheme in different books and collect some best theories. We discussed and decided which theory and idea is more suitable. This team will be extremely useful when we are working with people have different background and personality in a group or organization. In the last stage, we assigned different task for presentation to every group members, the group of consultant have chosen different task for his individual work for presentation of our scheme. From this team work, we learned not only managerial theories but also how to team work. We learned that a good team work is really useful for the task accomplishment.