Assignment Directions:
Analyze the managerial communication scenario. Using the theory, concepts and vocabulary associated with managerial communications and conflict management, prepare a file report that provides:
(1) An opening paragraph that clearly articulates the purpose of the report,
(2) Explanation of issue(s) and situation(s) that require attention, and
(3) A detailed communication action plan that can be implemented to alleviate the given problems and tensions.
Case Scenario: You are a manager at Edison Enterprises, which recently outsourced the 'replacement parts inventory' portion of its consumer product-line to a corporation in China.
The Chinese corporation produces; shrink wraps, and provides installation directions for each of the component parts prior to shipment. Analysis of customer service data shows a consistent increase in the number of buyer complaints concerning installation and performance. Many parts have been returned as damaged, yet upon inspection are found to function correctly.
Your notes from employees' input on this matter follow: Maria Butera, Customer Service Supervisor: Call Taker workload has increased 32% since the outsourcing, causing a 20-minute wait time for customers in the queue.
This long wait increases stress on the Call Takers as some customers grow angry. Overtime costs have increased as Customer Service now offers hours from 8 am to 6 pm to meet demands compared to the usual 9 am to 5 pm. Average customer email volume has increased from 25 to 47 email issues per day. The problems center on defective component parts or the ability to properly install component parts based on the information provided.
For some customers, replacement items are defective. Butera requests another full-time position to handle the needs of her department. Andre Jackson, Warehouse Manager: The number of items returned to the warehouse has tripled since outsourcing. Many of the return parts are tested and prove to be in fully operational order. As the parts are tightly packaged in China, there is no way to repackage and resell a working part. Winston has requested additional overtime hours for two warehouse workers to process the returns. Ted MacDonald,
Executive Assistant: The number of calls and emails sent or forwarded to you due to customer dissatisfaction has increased 100%. The majority of messages express frustration with installing the purchased part. One customer writes, "The directions say, 'The part sides are labeled R for right and L for left for insertion.' I removed the part and could not find an R or an L. Am I missing something? Am I supposed to label the part with an R and L myself based on some diagram? Or, should the part be labeled by the manufacturer?" MacDonald, who handles these emails for you, cannot complete his workday by 5 pm and has been coming in early or staying late to accommodate the workload.
John Simmons, Maintenance Worker: Maintenance workers have been inspecting returned parts to determine whether they are broken. Customers simply have problems installing a part correctly. The directions are difficult. The parts work fine once they are properly fitted. The components that are returned unbroken are fully functional. Simmons has limited tolerance for the situation as his job description does not include analysis of returned products.
Essays will be graded using the following criteria:
A) Opening paragraph clearly articulates the report purpose
B) Issues/situations are clearly and coherently described
C) Action plan is appropriate, detailed and cohesive, illustrating a logical course of action and rationale
D) Managerial communication theory, concepts and vocabulary are used effectively throughout the report
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