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Wong Hong Ting N9240535

D.W.F Entertainment Ltd. BSD 115 VB Final Report – Part 2A
Semester 3, 2014

Date of submission:11/12/2014

Tutor’s name: Mrs Ken Chi Nair

Tutorial day and time: Tuesday, 11am to 12.30 pm

Word Count: 550 words

1.0 Introduction
D.W.F. Entertainment Ltd has received a series of complaints from the loyal customers because the overall quality of services has dropped over the last 6 months. The purpose of this report is to identify and analyse the underlying causes that led to the low quality services of casino and relate it to the functions of management which are leading and planning. This report will also provide recommendations to solve the lack of top management commitment to service quality.

2.0 Definition of service failures
Failures in service delivery can result in negative outcomes, such as decrease in customers’ confidence, loss of reputation, negative evaluation from customers and loss of customers permanently (Spreng, Harrell & Mackoy, 1995).

3.1 Problem Identification
First of all, the lack of top management commitment to deliver excellent service is one of the underlying cause that resulted in low quality of services. Numerous of reports have proven that management commitment to service quality is a crucial determinants of employee attitudes in providing excellent services (Hartline & Ferrell, 1996).It is critical that management committed fully to service quality and affect the employees’ affective and performance outcomes. Another underlying cause is the lack of training on employees. According to Bettencourt and Gwinner (1996), training of employees in job-related skills and interpersonal skills which can improve their ability to deal with customer needs is essential for providing greater service quality. The poor quality services of D.W.F Entertainment Ltd also due to the lack of motivation on employees. It can be related to one of the functions of management which is leading that involves the use of influence to motivate employees to accomplish the goal (Bateman and Snell, 2014). Inability in leading is the major reason that employees lack of motivation and fail to deliver high quality of services. The lack of motivation on employees is also result in declining in employee’s job satisfaction (Bowen & Johnston, 1999). To increase expectations and perceptions of customers to service quality, managers need to increase employee’s job satisfaction and self-efficacy.

3.2 Critical underlying cause
Lack of top management commitment to service quality is the most crucial underlying cause that led to service failures. Experimental evidence supports that management commitment to service quality can improve job satisfaction for employees ( Hartline & Ferrell, 1996).By having significant impact on employee’s job satisfaction and loyalty to D.W.F Entertainment Ltd, employees will achieve higher level of performance and deliver high quality of services. As stated by Rajendran, Sureshchandar and Anantharaman (2002), top management leadership and vision is requisite for service quality. The top management commitment to the service quality of D.W.F.Entertainment Ltd is necessary for employees to achieve goal efficiently and effectively. Any improvement efforts by D.W.F Entertainment Ltd will be failed from the beginning unless management commits fully to service recovery (Zemke, 1995, pp .32-34).Insufficient skill in planning which unsuccessfully define the goals for D.W.F Entertainment Ltd and use of resources to attain them is the major reason that lack of top management commitment.

3.0 Analyze the lack of top management commitment to service quality
According Jenkins (1992), the major reason of failing to improve service quality is lack of top management commitment. This means the top management commitment to service quality is required for employees to achieve service excellence and service improvement. As top management commitment is the most critical element in delivering superior level of services, the top management of D.W.F Entertainment Ltd need to commit fully to service quality with the function of management, especially leading and planning.

4.3 Leading
Lack of top management commitment to service quality can be partly related to one of the function of management which is leading. Leading is the use of influence to motivate employees to accomplish the goal (Bateman and Snell, 2014).The top management of D.W.F Entertainment Ltd should use its empowerment power to motivate the employees to deliver superior service quality. According to Gabreilsen and Lewis (1998), empowerment provide frontline employees with the power, authority and ability needed to act quickly without a chain of command. By empowering frontline employees, they are given the authority and ability to solve problems themselves when facing customer complaints. Empirical evidence shows that empowerment can significantly influence on both job satisfaction and organization commitment of employees (Spreitzer, Kizilos, & Nason ,1997). Hence top management D.W.F Entertainment Ltd is suggested to empower frontline employees to increase employees’ job satisfaction and self-efficacy. Besides that, the top management of D.W.F Entertainment Ltd can use its position power, especially the reward power to provide valued rewards to frontline employees. As stated by Bowen and Johnston (1999), having appropriate reward policies in organization can motivate employees to deliver high quality of service and deal with customer complaints. When frontline employees are rewarded, they are motivated to achieve higher level of performance and deliver greater service quality .Furthermore, rewards have a positive impact on employees’ job satisfaction too (Brown & Peterson, 1993). By rewarding employees, D.W.F Entertainment Ltd can strengthen employees’ job satisfaction that can positively influence the perceptions of customer to service quality. Therefore, it is suggested that the top management should construct and constantly implement rewards for excellent performance to build a positive service climate. D.W.F Entertainment Ltd can demonstrate their strong top management commitment to service quality by implement empowerments and rewards, thus motivating employees to deliver greater services that can satisfy customer needs.

3.2 Planning
Planning involves defining the goal for organizations and use of resources to attain goals (Samson & Daft, 2012). Insufficient skill in planning is the major reason that lack of top management commitment. D.W.F Entertainment Ltd is suggested to define the goal for service delivery and devote substantial resources in training employees to accomplish the organization goal. D.W.F Entertainment Ltd can deliver a clear message to frontline employee regarding top management commitment to service quality by having relevant training programs. Employees need to be told fully about organization goals for service delivery when being trained so they can achieve excellent performance of services effectively and efficiently. According to Bitner, Booms, and Tetreault (1990), most of the unsatisfactory service is due to the employees’ inability and their unwillingness to solve the service failure. Inability of employees can result from lack of relevant skills to handle customer complaints while unwillingness can due to the lack of motivation. Therefore in order to deliver high service quality, frontline employees in D.W.F Entertainment Ltd need to invest more in training program for motivating employees and increasing their capability to satisfy various customer needs. By having training, employees can develop their job-related skills and improve their efficiency of problem solving to handle customer complaints effectively. Furthermore, employees will be more productive and strongly commit in service delivery if D.W.F Entertainment Ltd dedicate more resources in training employees. It is supported by Sweetman (2001) who states that employee training and development generally have significant influence on organizational commitment. In such case, it is suggested that D.W.F Entertainment Ltd allocate more resources on training program to show the top management commitment to service quality.

4.0 Recommendations
Empowerment, rewards and training can be solutions for lack of top management commitment to service quality. Empowerment, rewards and training need to be emphasized simultaneously as training will not have significant results unless it is also combined with empowerment and reward. These are related to the function of management which are leading and planning. Therefore it is important for the top management of D.W.F to exhibit its commitment to service quality by making change in leading and planning.

5.4 To implement empowerment and reward policies in D.W.F Entertainment Ltd. The top management of D.W.F Entertainment Ltd is advised to use its empowerment power to empower frontline employees. Employees with empowerment have the authority and power to act quickly on customer complaints without asking anyone from top management. It can increase the efficiency on solving customer complaints and thus deliver high service quality. Empowerment also can increase the job satisfaction of employees and motivate them by showing the top management commitment. Appropriate rewards such as promotions and other nonmonetary rewards need to be applied in D.W.F Entertainment Ltd for motivating frontline employees and showing a high degree of recognition on employees to deliver excellent quality of services. Therefore, top management is encouraged to use its reward power to reward employees who achieve excellent performance in delivering service quality. Employees who are empowered or rewarded will see the top management commitment and fully commit themselves to service quality. 5.5 To implement employees training and development program. It is recommended that D.W.F Entertainment Ltd to allocate resources for training and development program to fully train employees. First, a clear mission statement and goals for service quality need to be fully defined by top management as training and development program is designed to attain the goals. During the training program, the top management need to send a clear message to frontline employees regarding the mission statement and goals so they can achieve ideal service quality with the goals and objectives given by top management. In attempt to achieve goals, frontline employees need to be trained and made development on their job-related skill and behavioural skill. Besides that, top management can show their commitment by having communications with frontline employees or reviewing goals to motivate them. If top management of D.W.F Entertainment Ltd is consistently committed to training program and provide opportunities for development, employees can see the commitment of top management to service quality and more likely to engage in delivering good quality of services.

5.0 Reference List
Bateman, T. S., & Snell, S. (2014). Management: Leading & collaborating in a competitive world. New York: McGraw-Hill.
Bettencourt, L. A., & Gwinner, K. (1996). Customization of the service experience: The role of the frontline employee. International Journal of Service Industry Management, 7(2), 3-20. doi:10.1108/09564239610113442
Bitner, M. J., Booms, B. H., & Tetreault, M. S. (1990). The service encounter: Diagnosing favorable and unfavorable incidents. Journal of Marketing, 54(1), 71-84.
Bowen, D. E., & Johnston, R. (1999). Internal service recovery: Developing a new construct. International Journal of Service Industry Management, 10(2), 118-131. doi:10.1108/09564239910264307
Bowen, D. E., & Johnston, R. (2002). Internal service recovery: Developing a new construct. Measuring Business Excellence, 6(1), 47. Retrieved from http://search.proquest.com/docview/208741559?accountid=13380
Brown, S. P., & Peterson, R. A. (1993). Antecedents and consequences of salesperson job satisfaction: Meta-analysis and assessment of causal effects. Journal of Marketing Research, 30(1), 63-77.
Gabrielsen, G. O. S., & Lewis, B. R. (1998). Intra-organisational aspects of service quality management: The employees' perspective. The Service Industries Journal, 18(2), 64-89. doi:10.1080/02642069800000019
Hartline, M. D., & Ferrell, O. C. (1996). The management of customer-contact service employees: An empirical investigation. Journal of Marketing, 60(4), 52-70. Retrieved from http://search.proquest.com/docview/227817030?accountid=13380
Jenkins, K. J. (1992). Service quality in the skies. Business Quarterly, 57(2), 13. Retrieved from http://search.proquest.com/docview/225371022?accountid=13380
Rajendran, C., Sureshchandar, G. S., & Anantharaman, R. N. (2002). The relationship between management's perception of total quality service and customer perceptions of service quality. Total Quality Management, 13(1), 69-88. doi:10.1080/09544120120098573
Samson, D., & Daft, R. L. (2012). Fundamentals of management. South Melbourne, Vic: Cengage Learning.
Spreitzer, G. M., Kizilos, M. A., & Nason, S. W. (1997). A dimensional analysis of the relationship between psychological empowerment and effectiveness, satisfaction, and strain. Journal of Management, 23(5), 679-704. doi:10.1016/S0149-2063(97)90021-0
Spreng, R. A., Harrell, G. D., & Mackoy, R. D. (1995). Service recovery: Impact on satisfaction and intentions. The Journal of Services Marketing, 9(1), 15. Retrieved from http://search.proquest.com/docview/212655218?accountid=13380
Sweetman, K. J. (2001). Employee loyalty around the globe. MIT Sloan Management Review, 42(2), 16. Retrieved from http://search.proquest.com/docview/224966623?accountid=13380
Tax, S. S., & Brown, S. W. (1998). Recovering and learning from service failure. Sloan Management Review, 40(1), 75-88. Retrieved from http://search.proquest.com/docview/224968338?accountid=13380
Zemke, R. (1995). Service recovery: Fixing broken customers. Portland, Or: Productivity Press. pp .32-34

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...FACULTY OF MANEGEMENT TRIMESTER 3, 2012/2013 BFN 2094 Corporate Risk Management Lecturer: Miss. Kwan Jing Hui Major Assignment Commercial Property Insurance NAME | STUDENT ID | Yap Shoon Eu | 1102700243 | Tan Yi Ling | 1102700899 | Lee Jia Kee | 1102701272 | Kong Yoong Kwang | 1102701903 | Cho Der Hwa | 1102700103 | Loh Jian Li | 1102701693 | Contents 1.0 Overview and Objectives 1 1.1 Objectives ……………………………………………………..1 1.2 Overview………………………………………………………2 2.0 Scope of Coverage and Pricing Policy 3 2.1 Scope of Coverage………………………….…………………3 2.2 Pricing Policy…………………………………………………7 3.0 Relation to Current Practice in Malaysia 11 4.0 The Growth of Individual Health Insurance 15 5.0 References………………………………………………….……….19 1.0 Overview and Objectives 1.1 Overview Commercial Property Insurance (CPI) is an insurance that is used to cover risk of loss to an organization’s properties. Business owners can buy commercial property insurance regardless of whether they own, rent, or lease a building. Commercial Property Insurance provided either replacement cost coverage, actual cash value coverage, or a combination of both. Replacement cost coverage is to cover the payment of replace your property with new property while actual cash value coverage is to pay the replacement cost of the property minus depreciation. Although replacement cost coverage is more expensive than actual cash value coverage, it might better ensure that your business fully...

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...Running Head: MANAGEMENT Elements of Organizational Culture Dolores Licerio Webster University Mr. William Sweetnam Executive Summary This report gives a brief overview of the importance of Human Resource Management in an organization and further elaborates on what an organizational culture is, its roles and functions as well as the intensity of impact it has over the working of the organization. It discusses the impact change has over employees in terms of stress and how managers can assist in countering it. It further discusses the leadership skills and styles that managers should possess and adopt in order ensure that the organization moves effectively and efficiently fulfills its organizational benchmarks and achieves its goals. Table of Content Executive Summary i Introduction 1 Organizational Culture & Change 2 Role of Organizational Culture 3 Functions of Organizational Culture 5 Organizational Change & its Characteristics 7 Consequences of stress for the organization 8 Techniques for control of Work Stress 3 Managerial Effectiveness 10 Approach from the standpoint of personal qualities 11 Situational Theory 12 Situational approaches to effective leadership 12 The Situational leadership model of Fiedler 12 Contingency Theory 15 Origins and essence of Contingency Theory 15 Variables and Assumptions of the Contingency Theory 16 The role of Human Resources...

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