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题目611
姓名:陈世龙学号0902050233
学院:管理学院专业:工商管理班级指导老师:朱春燕、朱黎佳时间2013118
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原文611
Answeringasetofcritical,next-orderquestionswillhelpadvanceeffortsanddeliversignificantbusinessvalue.Theoverarchingquestionishowtodevelopandsustainaservicecultureandmind-setinhistoricproductcompanies.Specifically,itisvaluabletounderstandhowtochangetoaserviceculture,howtocreateandleverageaburningplatformtoinitiateandsustainculturechange,andhowtoovercomeresistancetochangethatmayexist.Thisleadstothebigquestion:Canacompanytransformthecurrentemployeebasetooneof"thinking"and"acting"servicesandsolutionsratherthanproducts,orwillitbenecessarytohirenewemployeesoracquirecompaniesthatalreadyhaveanestablishedserviceandsolutionsculture.
JoeDoyle
AdministratoroftheGovernor'sofficeofConsumerAffairsTheStateofGeorgia,UnitedStates
Georgiastategovernment'sCustomerServiceInitiative,launchedbyGovernorSonnyPerduein2005,emphasizestherelationshipbetweencomplexorganizationsandtheircustomers.Theinitiativeengagesmorethan50executivebranchagenciesthatprovidenearly2,000uniqueservices,includinghealthandhumanservices,education,publicsafety,economicdevelopment,andtheinternalmanagementofthestateitself.Wearefocusingontheserviceexperiencefromthecustomer'spointofview,whetheritoccursinaphysicallocation,bytelephone,orthroughtheinternet.Ineveryinstance,ourgoalistospeedupservicedelivery,simplifyaccesstotherightemployee,anddevelopanenterprise-wideculturethatishelpfulandcourteous.Overthepast3years,wehavedevelopedstatisticallyvalidresearchtoolsthatmeasurebothcustomerandemployeesatisfaction.Customerarebeingsurveyedbytype:citizens,businessandprofessional,localgovernments,andinternalserviceproviders/users.Becauseresearchshowsthatcustomersatisfactionandemployeesatisfactiongohandinhand,wehaveidentifiedandmeasuredthekeydriversofemployeejobsatisfaction.WehavealignedourtoolsandresearchwiththeprivatesectorGreatPlacetoWorkInstituteinSanFrancisco.Itratesprivatesectorfirmsandcreatesalistofthe100bestcompaniestoworkfor,whichisthenpublishedannuallybyfoFortune.
Ourworkprovidesonemodelforimprovementofcustomerserviceingovernment.Iwouldwelcomethevalidationofourresearchbyotherpublicsectorentities.Inaddition,ourworkleadstoseveralimportantmacro-levelissuesworthyofadditionalstudy.Theseincludethefollow:
Whydotaxpayers(i.e:"customer"ofgovernmentservicestoleratethecurrent
levelofserviceprovided?
Whatisthetippingpointforgovernmentorganizationstorealizethatbothanew
standardandahigherbarneedtobesetonservice?
Whatwillittakeforgovernmentorganizationstotransitionfrombeingthe
"employeroflastresort"tothe"employerofchoice"?

ChristopherZanePresidentZane'sCycles
Tocreate,shift,orsimplyunderstandserviceculture,onemusthaveapassionforpsychologyandanintimateinterestinconsumerbehavior.Lookingforwardatthecreationofandconversiontoaserviceculturerequiresnotonlythebuy-inandcommitmentbyanorganizationanditsreeducatedworkforcebutalsoanequalcommitmentfromitscustomers.
Imaginetheresponsefromacustomerofatruckingcompanyifsuddenlythedriverspendsadditionaltimecommunicatinghiscompany'slatestserviceofferingratherthanvacatingthedock,orimaginethegasstationattendantchampioningtocollectcustomerdatefromcustomersatthepump.Carefulthoughtandresearchontheresponsefromthecustomershouldbeconsideredwhiledevelopingor,moreimportant,shiftingtoaserviceculture.
Equally,theeffectwithinanorganizationcancreateturmoil.Forexample,consideringandembracingthelong-termreturnsassociatedwithlifetimecustomervalue.Increasingthelengthofawarranty,orprovidinganewguaranteemaybecompletelywithinthecomfortzoneofseniorexecutives.Thechallengeisinmanagementhavingthepsychologicalexpertisetoengageandfocusthefrontlineinexecutingtheseinitiatives.
BenjaminSchneider,PhDSeniorResearchFellowValtera
ProfessorEmeritus,UniversityofMaryland
Myresearchandconsultingpertaintoserviceclimate,Climateismoretangiblebecauseithastodowiththepolicies,practices,andproceduresunderwhichemployeesworkandthebehaviorstheybelievewillberewarded,supported,andexpected.Evidenceshowsthatthemoretheseelementsofclimatefocusonserviceexcellence,themorelikelysuchexcellenceistofollow.Culturehasmoretodowithvalueandbeliefsystems,andthesesystemsareafunctionoftheclimatecreateinorganizationsbecause,overtime,whatpeopledoiswhattheycometobelieveinandvalue.
Withregardtocreatingandmaintainingaserviceclimate,weneedfurtherresearchontheintegrationofthefollowissues:(1identificationoftheattributes(skills,knowledge,personalityofthepeoplewhocreateaserviceclimate;(2identificationofwhatthosepeopledotocreatethatserviceclimate;and(3theinvolvementofclientsandcustomersinthecreation,maintenance,andenhancementofaserviceclimate.Allthesearehappeningsimultaneously.Theseissuesrestontheprinciplesthatcorporateleadershipisresponsibleforthecreationofaserviceclimate,thatfirst-linesupervisorsareprimarilyresponsibleforserviceclimatemaintenance,andthatneitherwillhappenunlessbothsetsofleadershavetheappropriateattributestoperformservicebyinvolvingemployeeassociateandcustomersindecisionsaboutthekindofserviceclimatethatwillbeeffective.

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