Managing task coordination to improve customer service support

Date of Publication

2017

Document Type

Master's Thesis

Degree Name

Master of Business Administration

College

Ramon V. Del Rosario College of Business

Department/Unit

Decision Sciences and Innovation

Thesis Adviser

Maria Victoria P. Tibon

Defense Panel Chair

Rachel A. Quero

Defense Panel Member

Jaime T. Cempron
Reynaldo A. Bautista, Jr.
Maria Victoria P. Tibon
Brian C. Gozun

Abstract/Summary

The purpose of this research is to reduce the number of errors reported against client services department of ABC Corporation by establishing a systematic customer service structure and email management workflow. It has been observed that the current client services structure creates confusion among members which consequently increases delays, work duplication and error in providing customer service support through email communication. An error rate of 8.27% was reported during the first three quarters of 2014. Using Coghlan and Brannicks (2014) action research cycle and DMAIC methodology, the study diagnosed that the issue can be rooted from having unclear delineation of duties and responsibilities with regard to email management among members of the department. After collaboratively assessing the management situation, the researchers used different frameworks the most notable of which are Horrigan and Juskiws (2010) Corporate Communication Flow Model (CCFM) and Dabbish and Krauts (2006) Framework on Task Coordination (FTC). Noting that there are two important parts (internal and external communications) involved in relationships and interaction exchange based from CCFM, the researchers restructured the client services department. Taxonomy of clients was developed and three client classifications were identified: strategic, premium and core. This classification helped the department align their manpower to focus on clients that are more valuable (strategic and premium accounts) to ABC for which a dedicated team was provided while a shared helpdesk group was created for the other segment (core accounts). Additionally, categorization of email was developed to facilitate accountability of action required among the members of the department. Though the error rate improved from 8.27% to 6.32% after three months, our group failed in achieving its objective of reducing the error rate to 3.00%. Reviewing the situation more deeply, we found that delays and errors committed were attributable to a lack of a technological support to effectively manage emails. The current mail-driven workflow system for routing and presenting work to members in our department has been found to be susceptible to mismanagement. To address this, our group was guided by Dabbish and Krauts (2006) FTC and implemented adoption of two database-driven workflow systems: CRM to manage external email communications and Ticketing System to coordinate internal tasks required from other departments in ABC Corporation. A customer service communication workflow using these systems was created to document the process and to guide members in managing and coordinating tasks. Significantly, errors were reduced to 5.53% by the end of 2015 after transitioning the first batch of users which further decreased to 1.68% by the end of 2016 after complete implementation of the project. Currently, error rate is at 0.82% as of Q2 of 2017. In this action research, Lewins Change Management Model was utilized to guide our group manage and effectively implement the changes in our organization. This study proved that organizational development would often require integration of people, process and technology. This action research helped me developed my leadership and management skills. It also helped in promoting collaboration in our workplace which is the highlight of the success of this research project.

Abstract Format

html

Language

English

Format

Electronic

Accession Number

CDTG007856

Shelf Location

Archives, The Learning Commons, 12F Henry Sy Sr. Hall

Physical Description

1 computer disc ; 4 3/4 in.

Keywords

Customer services; Personnel management; Organizational change

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