Organisational Behaviour, Structure and Process of iinet Company - Case Study Example

Organization Behavior (Author’s name) (Institutional Affiliation) A REPORT ON ORGANISAION BEHAVIOUR, STRUCTURE AND PROCESS OF IINET COMPANY CARRIED FROM (STARTDATE-END DATE) NAME: GENDER: YEAR OF STUDY: COURSE: A report submitted to ( ) Date of submission: August 2014 Abstract IINET is the second biggest DSL internet service provider in Australia. It is also a leading challenger in the telecommunications market. The company employs over two thousand inquisitive staff across four countries and supports over one point three million broadband services nationwide. Internet services have become a necessity to many businesses. Majority of business operations are functionless minus the internet.IINET seeks to provide Aussies with a speed reliable connection to the internet. It is a tier-one ISP hence connects to the backbone of the internet. Services by the company sell to businesses and individuals. Much of the company success is attributed to good management. Introduction Efficacy of businesses relies on human behavior. People have dissimilar upbringings, capabilities, attitudes, and ambition levels. The management ensures that the differences are respected and regulated to enhance organizational performance. The management, onanother hand is expected to possess intellectual capability, system orientation program, interpersonal skills, flexibility, and motivating aspects. A successful business has a developed dependency between the management and the employees. Each player on his part performs their duty to the best of their capability. The scenario is like a moving vehicle that has many parts that function differently to achieve the main purpose of moving. Managers are at the helm of this dependency. They ensure that every employee play their part in achieving the business mission and vision.The report gives an outline of the business behavior enforced by IINET CEO David Buckingham, after interviewing him where he offered important insights in relation to his role as a manager. Interview with David Having worked in the profession for someyears, David gave the following requirements that are essential for his job. An appointment was made I managed to get the following marks from him. The position requires an open-minded individual. The person should be time conscious and a good decision maker. They should be a good audience member and a problem solver. The job requires one to customize the existing resources to achieve excellent results. Day to day operations will give rise to situations that require expertise in solving. The leader should be able to withstandthe gravity and encourage his staff to better themselves (Aungles, 1991). Human relations skills are essential. The manager gets the work done through his staff. Oral and written communication should be well defined by the manager. He should be listening, honest and maintain direct dialogue with the employees. He should be sensitive to the workers and show interest in their non-work demands (Bennet, 1994). David emphasized that his roles included delivering a strong set of results, market-leading customer service, and organic growth. He is tasked with increasing productivity, profitability and extend customer service excellence into new business areas. David Acquaintances’ at the Firm Executive team name Position Greg Bader Chief technology officer David Buckingham Chief financial officer Steve Dalby Chief regulatory officer Sam McDonough Chief sales and marketing officer Marya Pienaar Chief customer officer name position Michael Smith Non-Executive Chairman David Buckingham Chief Executive Officer Non-Executive Directors Peter James David Grant Louise McCann Paul McCarney Patrick O'Sullivan Ben Jenkins Company Secretary Audit & Risk Committee David Grant (Chairman) Michael Smith Louise McCann Patrick O'Sullivan Principal Characteristics of Selected Staff David works closely with the individuals below to ensure the company runs smoothly. He is conceptual and sees how the various elements of the organization work to keep the wheel moving. Having a good at work relationship with the managerial team trickles down to the staff. The outcome is a very happy staff, which increases productivity and customer satisfaction. His job necessitates that he responds to urgent situations and make good decisions. The executive report to him. He has a vast knowledge in finance hence guides the finance department. He has two main areas that he focuses on. They include excellent customer service and organic progress. Greg Bader has been in the IT sector for over two decades. He has a master degree in telecommunications management and business administration. He trained as an accountant with price water house coopers in London. He has worked in Asia, Middle East, and Europe. He has led the deployment of ADSL2+, voice over IP and internet protocol television. He ensures the company’s presence in the small business, corporate and government sector. His current agenda is on guiding IINET into IPTV and online content (Canfield & Switzer, 2005) Steve Dalby is responsibilities include managing regulatory authorities, licensing and copyright issues. He also enforces government and media relations. He has more than thirty-seven years’ experience in the telecommunication sector. He represents the company in several national bodies (Creed & Phillips, 2011). Mark has more than twenty years’ experience in the telecommunication industry. He is accountable for all aspects of network technology from strategy through planning and operation. He has a vast knowledge in networking concepts. Maryna is accountable for sales, advertising, and working management. She ensures customer remain the central focus by fostering excellent customer service and value for money. The chief customer officer has been in the IT sector for more than ten years (Duhigg, 2012). Interdependencies The company is an internet service provider that connects its clients to the internet.it has a range of solutions for homes and businesses. David provides the resources and facilities required by his staff. Many customers have enquiries about internet settings that they need assistance to set. Customer calls are frequent owing this aspect. The technical team will perform the function of manually connecting customers and businesses or other broadband services that they ay require. The customer care takes call to aid clients that are having a difficult time connecting to the internet. They send the technical team to clients that are unable to set their internet settings (DeMarco& Lister, 1987). David relies on his team to get the work done. He is more responsible for the conceptual task, supervising, rather than the technical aspects. Each member of the executive team heads a division.The executive team comes up with structures that produce brilliant results.one of the structure adopted is the employees working from home. This concept has received maximum support from both the management and the staff (Duhigg, 2012). Following the commencement of the drill in 2008, more than 120 employees now work from home. They take customer calls, process customer applications and respond to email queries from the comfort of their home. This trend saves money for the employees since they do not pay public transport and no parking fees. It saves more than two hours daily (Dunphy, 1992). The company encourages all the employees to work from home at least one day in two weeks. This dependency between the management, customer service representatives, and the staff is highly recommendable. The manager has entrusted the decision to the head of customer service, who in turn entrust the employees with the benefit of working from home. Everyone plays his or her part faithfully. The manager expects results from the staff (kotter1996). Happy staff is a prerequisite for happy customers. The employees also expect several things from the manager. They expect David to be a leader and provide answers when they need them. They also need him to be confident and make good decisions. Communication is a major aspect of maintaining the manager-employee relationships. Employees are like children in theclassroom (Robbins, Millett, & Marsh, 2004). They require guidance and expectations laid out for them by their manager. The employees at IINET treat the customers with an uttermost respect. Research is done by sending emails to customers after they were served to find how they rate the service they have received. Diagrammatic Representation of Interdependencies Evaluation of Interdependencies David relies on the executive team to perform their duties. The team heads their respective areas and come up with suitable structures of operation. The employees are catered for and well managed to perform their duties. The result is excellent customer satisfaction evident from the various awards that IINET has received. Whirlpool runs a broadband survey annually to inquire from the community various questions about their internet providers. IINET customers are likely to advocate their ISP than any other competitor, with a roaring ninety-five percent saying they would recommend IINET to others (Hales, 1993). This proves that the company has a favorable structure in place for behavior and customer service. IINET registered for eleven categories in customer awards in 2012 and managed to win nine of them. The dependencies work perfect as backed up by these results (Hall, 1972). The customer satisfaction he receives and the awards the company obtains satisfy David. The services and products they receive from the company satisfy the customers. The company increases its sales, and the customer’s operations are simplified by the reliable internet solutions. It is a mutual relationship where both parties benefit for the business and customers (Duhigg, 2012). Recommendations The company should invest more on their employees through seminars, workshops, and training.This practice will further boost the motivation of the employees to perform better. Peopleware are the greatest asset an organization can possess (DeMarco& Lister, 1987). Making them competent will go a long way in ensuring the company gets excellent results.Employee voice should be enhanced to provide a means of the management getting the views and suggestions from the employees. Thistrend should be through the company’s intranet where the employees can leave their anonymous comments regarding operations and the departmental managers. Employee engagement should be intensified. Thestaffs take part in the decision-making process of the company hence feel appreciated and part of the team (Hales, 1993). The company should encourage the employees to take part in the work from trend. The management should make it compulsory that an employee should work from home one day a week. This trend would augment the value of life of the employees through reduced expenditure and less stress from commuting daily (Hall, 1972). The company should increase its services and venture to cloud services. Emerging trends in technology have seen a new concept of networking solutions. Customers can back up their data on the company cloud. This trend will be a good solution for businesses with a large amount of data. Software will be provided for companies on the cloud. The companies can use the software to run their business without downloading it. This will increase operational performance of the companies (Kotter1996). IINET should intensify customer support through online videos. The videos will show customers how to fix and troubleshoot their internet settings. The company should utilize their large bandwidth to offer services that are similar to teleconferencing. A support representative will be able to take individual customers through the process. The customer can show the support staff the current configuration settings. Customer care agents will be able to comprehend where the error is and correct it (Canfield & Switzer, 2005) References ADSL2+ | Broadband Plans with Internet, Phone, Voip & SIM - iiNet. (n.d.). ADSL2+ | Broadband Plans with Internet, Phone, Voip & SIM - iiNet. Retrieved August 19, 2014, from http://www.iinet.net.au/home/ Aungles, S. B. (1991). Information technology in Australia: transforming organisational structure and culture. Kensington, NSW: New South Wales University Press. Bennett, R. (1994). Organisational behaviour (2nd ed.). London: Pitman. Canfield, J., & Switzer, J. (2005). The success principles: how to get from where you are to where you want to be. New York: Harper Resource Book. Creed, A., & Phillips, P. S. (2011). Organisational behaviour. South Melbourne, Vic.: Oxford University Press. DeMarco, T., & Lister, T. R. (1987). Peopleware: productive projects and teams. New York, NY: Dorset House Pub. Co.. Duhigg, C. (2012). The power of habit: why we do what we do in life and business. New York: Random House. Dunphy, D. (1992). Book Reviews : Richard W. Dunford (1992) Organisational Behaviour: An Organisational Analysis Perspective Sydney: Addison Wesley. Asia Pacific Journal of Human Resources, 30(2), 80-82. Gok, A. (2010). Building blocks of organisational behaviour. Science and Public Policy, 37(4), 311-312. Hales, C. (1993). Managing through organisation: the management process, forms of organisation, and the work of managers. London: Routledge. Hall, R. H. (1972). Organizations: structure and process. Englewood Cliffs, N.J.: Prentice-Hall. iiNet - #1 in Customer Service. (n.d.). iiNet - #1 in Customer Service. Retrieved August 19, 2014, from http://www.iinet.net.au/about/customer-service/ Kotter, J. P. (1996). Leading change. Boston, Mass.: Harvard Business School Press. Robbins, S. P., Millett, B., & Marsh, T. (2004). 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