Vacations in Paradise
MGT/521
April 13, 2015
Bill Beattie
Vacation in Paradise Vacation Paradise is an up and coming provider of products and services to the travel and leisure industry. Though we are a fairly new company, we are currently ranked 5th in the timeshare marketplace and resort developers nationally. We attribute much of our success to our product and impeccable customer service. Our call center leads the way for our marketing and sales numbers. The Customer Service managers take regular retreats to ensure that an operable “organizational structure [is] created to facilitate efficient achievement of [sales and customer/owner] goals” (Management, 11th ed., 2003-2012). They strive to ensure that activities are completed and accomplished in a way that leads to successful service to our potential and current owners. Along with evaluating employees by our personal standards, we use a three-step process measuring performance, comparing our standards to those of our competitors, and using action when needed to address inadequacies within the department (Management, 11th ed., 2003-2012).

Internal Performance We monitor the internal performances of our call center employees, specifically the Customer Service Representatives or CSRs. By monitoring the CSRs, we can use certain control measures to determine if our employees are being productive and using company time efficiently and effectively. Once the CSR clocks in for the day, they sign into our digital phone system using their personally assigned five-digit alphanumeric code. The phone system will calculate all incoming and outgoing calls. Each CSR is required to have at least 60 calls per day. The employees are aware that all calls are on record, and subject to monitoring at any time. Random calls are pulled and monitored to check for efficiency, effectiveness, and productivity. Monthly