Essays on How to Improve Growth and Performance from the Organization's Culture Case Study

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The paper "How to Improve Growth and Performance from the Organization's Culture" is a good example of a management case study. Every organization has its culture, which entails how the organization does its operations. The culture in each organization is specific to that organization and entails aspects such as the values that employees need to uphold to ensure they meet the selected objectives and thus ensure that the company grows. Managed by Q, therefore, has its own organizational culture and it is an identity for the company. At the company, there exists a code that shows what to be Q means and that people will often view someone or something and be able to identify if it is Q or not.

Q has several special values including transparency, community, and excellent customer service provision. Q values its customers, and therefore the company encourages its employees to provide excellent customer service. Because the customers are the ones that provide value to the organization, Q ensures that the customers are provided with excellent service. Excellent customer service ensures that the customers are satisfied and this ensures that the company gains a competitive advantage over its rivals in the industry and promotes the growth of the enterprise.

To make sure that customer service is top-notch, QMs regularly communicates with the company’ s managers through face-to-face visits, emails, phone calls, and iPads. Besides, the company values the feedback from its customers, and as Teran states, “ we talked to a lot of people who owned cleaning companies before we launched and they told us that no news is good news and that we are crazy for asking for feedback.

The belief of the company is that no news means that the customers are in the process of finding another cleaning service. ” The company applies employee ratings to ensure that the quality of service production is high. Operators are rated from one to five, and the ratings depend on time ins and timeouts, customer’ s views on service quality, and task completion. Managers ensure that the ratings are not below four and thus ensuring customer satisfaction according to service provision.  

References

Arzac, E. R., 2012. Valuation for Mergers, Buyouts, and Restructuring. Hoboken, NJ: J. Wiley.

Hewitt, I., 2010. Joint ventures. London: Sweet & Maxwell.

Povey, D. F., & Ingham, H., 2013. Capital restructuring. Manchester: UMIST.

Ybema, S., Yanow, D., & Sabelis, I., 2011. Organizational culture. Cheltenham, UK: Edward Elgar Pub.

Zeynep T. & Cate R., 2016. ‘Managed by Q,’ Management Sloan School, vol. 15, no. 168, pp. 1- 21.

Zilka, C., 2010. Business restructuring: An action template for reducing cost and growing profit. Hoboken, NJ: Wiley.

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