Customer Relationship Management at Disney-Smile Factory - Essay Example

Critical Analysis for Managers Introduction Initially, organizations were mainly concerned about the profits that were being accrued from the market. However, this has changed tremendously. The attention has now shifted towards customer relationship management. Irrespective of the type of the business, customers have become an integral part of the organization. However, customer satisfaction cannot be achieved if the employees are not satisfied with their work. Nevertheless, employees can only be motivated if there are well functioning systems and a positive culture. These aspects dictate the organization’s operations, thereby affecting the overall performance of the business in the market. In case there are hitches in the systems or the cultural elements are disjointed, the organization ends up performing below its standards. Through a case study, this paper will compare and contrast the systems and cultures and discuss the extent to which each can illuminate and inform the management role. Discussion In Disney-Smile Factory case, the employees identify themselves with the organization. The organization has been able to develop a positive culture which ensures that the employees are proud of working in Disneyland. For instance, Disneyland look is often a source of some amusement to the subordinates who feel privileged to be part of the group that puts a smile on the faces of thousands of the customers who visit the park each day. As a result, even during stressing days, employees are able to control their emotions and deal with delays and queries emanating from the customers without feeling aggrieved by the load of the work and responsibilities (Inceoglu 2002). The systems have played a significant role in enabling the employees to feel as a part of the organization. For instance, the organization has ensured that the systems that are in place minimize the contact of the employees with the customers (Murthy 2007). Therefore, when they are needed to intervene, the employees go out of their way in order to initiate contact with Disneyland customers. However, such a hitch does not make the employees feel as if it’s odd. This is because they are satisfied with the working environment in the organization and they are always ready to ensure that they go out of their way in order to ensure that the customers are satisfied with the services being offered (Hiriyappa 2009). This aspect has played a significant role in increasing customer loyalty towards the organization. Furthermore, it has lowered the level of turnover in the organization. The systems especially those that are geared towards enhancing employees’ motivation play a significant role in making it possible for the workforce to identify themselves with the organization (Cameron & Green 2004). For instance, pay differentials are slight among the employee group. The differences are determined by the rank, functions, and assignments. As a result, the subordinates are satisfied with the payment systems. This makes them appreciated and their work recognized by the top management (Schermerhorn, Osborn & Hunt 2000). Change is a complicated process which can affect the stability and performance of the organization in the market. In this case, resistance to change is clear in an attempt by the supervisors to give more powers to the supervisors (Harvey & Broyles 2010). With the current perception among the employees that supervisors are there to look for mistakes and catch the subordinates when they violate the set procedures make it hard for the top-level managers to bring in change in order to enhance the working relationship between the two parties (Witte & Muijen 2009). Resistance to change by the employees has played a significant role in changing the power relations in the organization. In the meantime, the recruitment process is a secret and those who determines those to be promoted to the next level keeps the process out of the rest of the employees. This has been creating fallout between the employees in different ranks. Currently, the satisfaction of the employees can be enhanced if the employees are involved in critical decisions that affect the employees (Bohlander & Snell 2004). Transparency in the organization is very critical in ensuring that the employees feel comfortable with their supervisors and managers. Initially, supervisors were given a role of monitoring and punishing those who made errors. However, this has changed. The supervisors are supposed to guide the employees on how to conduct themselves when dealing with the clients (Schabracq 2007). In addition, they are required to promote the spirit of teamwork among the team members. Resistance to change creates an imbalance in the management of the organization. Management system involves information flow from the top to the bottom and vice versa. However, resistance to change disconnects the low, an aspect that makes it hard for the top-level managers to know the grievances that affect the employees’ motivation (Ehlers & Schneckenberg 2010). On the other hand, the employees are unable to get the necessary information and decisions that have been made by the managers. Lack of coordination starts creating conflicts which leads to power struggle. If the situation is not arrested, it can make it hard for the organization to be governed. As a result, the top-level managers have a mandate of ensuring that there is effective coordination of activities and employees are involved in the change process. This is through informing them the need to implement change and how they will be affected by this change (Marković 2012). Change in the organization brings new ways of doing things and new operations which requires the employees to be trained in order to fit in the new systems. However, in many cases, customers are used to the previous products or ways of service delivery. Many of these clients identify themselves with these elements (Bolman & Deal 2003). Therefore, when change is implemented, the previous identity is lost. In order to recover and familiarize the new identity with the market, intensive lobbying and marketing is required. This is to ensure that the customers are not lured towards the competitors’ products and services. Organization culture develops after a long period of time. The beliefs and norms in the organization are passed from one generation of employees to the other. As a result, when change is implemented, the subordinates lack a definite culture to associate themselves with (Harvard Business School 2005). As a result, they feel disjointed and not part of the organization. Therefore, changes is supposed to be a gradual process whereby all parties to be affected are involved and trained in order to fit in the new system and culture. It is possible to transfer organization patterns to new culture. However, during the transfer process, it’s important to enlighten the people on the changes and how they can participate (Parker 2000). This would play a significant role in reducing the level of resistance. Moreover, the management should ensure that the new patterns are compatible with the cultures and organizational goals. Incompatible culture would affect the existing systems. This is an indication that both the systems and organizational culture have a role in ensuring that the performance of the organization in the market is stable. With the increasing levels of globalization resulting from liberalization of markets, efficient flow of information, and integration of economies, the level of competition in the local and global markets has increased tremendously (Woodside 2010). This has resulted from the entry of multinational companies which have a huge financial base to segment the market, attract customer loyalty towards their products and services, and position their products and services strategically in the market (Alvesson & Sveningsson 2008). Therefore, organizational culture supports the existing systems by enhancing the level of coordination between the employees. In addition, it unifies the organization thereby, making it easy for the employees to relate themselves with the organization and its operations. This makes it easy for the employees to act as a source of information for the top-level managers (Argyris 2012). This is achieved through reporting any change in the tastes and preferences of the target market to the managers in order for the necessary changes to be made. This ensures that the organization retains its competitive advantage in the market. Globalization is making it easy for people to move from one part of the word to the other with ease. The interaction of people emanating from different cultural background is resulting to a single global culture. This has also been enhanced by improvement in the technological sector (Miroshnik 2013). This change is having a major impact on the organizational culture. Initially, each organization had a unique culture which acted as a source of identity for the employees (Stanford 2011). However, with the sharing of ideas, the cultures have become more similar. As a result, there are no other elements to keep the employees united and focused towards the organizational objectives. Conclusion The success of the organization depends on both the internal system and the organizational culture. The culture is significant in uniting the employees and creating an identity in the organization. Furthermore, it enhances the level of coordination and reduces the level of conflicts between the employees. This has a major impact on the overall performance of the organization. Therefore, the top managers should create a positive culture which should be used as a base to unite the employees. However, with the increasing levels of globalization, managers need to look for alternative ways of motivating the employees and keeping them focused towards organizational goals and objectives. These include setting up an effective rewarding system and giving the employees various benefits to keep them motivated. References Alvesson, M., & Sveningsson, S. (2008). Changing organizational culture: Cultural change work in progress. New York: Routledge. Argyris, C. (2012). 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