Call Center

Question: What is a call Center? Explain. Answer: A call center is a centralized office that includes the conduction of a large number of calls and the handling of the respective calls by specified employees. Therefore, it should be structured in such a way that the service can be provided from smaller organizations. The call center solution can benefit smaller organizations. In UK, in few ways the call centers can provide low wages to the employees (Tang et al. 2015). Due to the low pay scale of the employees, the organization must be a small scale industry. In addition, the work intake should be lesser than the London-based large organization. Staff management and time management are the two keys for a development of a new organization. As the staffs are paid with low wages, therefore the staffs are supposed to be managed with appropriate pricing strategies. The main factor responsible for the establishment of good call center authority is to analyze and evaluate the quality assurance processes. It helps to determine the performan ce and opportunity of the works persisting in the organizational operations (Salomonson et al. 2012). The second factor which is important for the establishment of the call center industry is to create an action plan. Working with supervisors and identifying the available resources can effectively support the needs to sustain the prospect of the organization. Depending on the functional outcomes of the company the authority must emphasize on the performance of the entire association. The most important factor is to monitor the performance of the employees and detect the improvement and progress of the employees. In addition, the loop holes of the operations, the satisfaction or complaints of the customers and the working process should be monitored in a definite manner. The effective plan should focus in getting such outcome which could lead to the organizational success. The hard works and the steady employment skills of the staffs results in the positive outbreak of the call center. The work distribution can help to resolve the upcoming problems which could be solved by the organization (Baker et al. 2012). Therefore, the major factor that is included in the management of UKs call centre organization is the management skills of the head of the administration. The implementation of the company establishment depends on factors like Strategy, location, technology, staffing, and operations. The establishment of the call center with new strategy and prospect can bui ld a growing career of the company in the deep pool of the call center. Therefore, the fundamental prospect of the company is to be built in a new format for grabbing the new opportunities in the corporate field (Subramanian 2015). The company is subjected to outsource some desirable functions with more emphasis. The organizational expansion can be done for enhancing the opportunities of new jobs and projects. These should process by the efficient staffs and the upper level of the caller executives. The places in UK, which are not much developed as London, need smaller scales of employment with low salary scales. Therefore, the business should be established by taking this issue in consideration, with minimum investments. The time management is the most important fact for implementation, it also helps to avoid organizational conflicts (Janssens et al. 2014). Another factor is the communication. Communication can efficiently manage and resolve the gap between the employees and the manger as well as customer. The leader and the employee relationship is one of the major factors which are essential in the corporate field while establishing a new call center. The communication also involves the connecting nonverbal and the verbal relationship between the customers and the caller executives. This communication relationship improves the sustainability of the company. The call center is that part of the corporate world which efficiently focuses on the communication flexibility of the company and the communicative relationship. In the way a trustworthy relationship can be established within the employees and the leader s. The establishment of the corporate company in a primitive area can enhance the rate of business success of the company. The location is another factor which helps in focusing on the important and respective agenda while establishing a new company. The responsibility of creating the new company is entirely relies on the manager. The key responsibility of the management is to deal with the issues and the facts and thereby meeting to the success of the company. The management also implements strategies for managing the employees. Understanding the call arrival also serves as an impl ementation and the key issue including the modification of the call arrival and implementing the technologies which undergo changes in the service. The more effective service provided by the company, the more the feedback received by the company (Kim et al. 2012). The employability skills include the skills and behaviors that are required and necessary for the jobs prospects, sometimes include foundational skills, soft skills, work-readiness skills, or job-readiness skills. Therefore the employability process and management focuses on the budget and the agent details. The focused question includes the segregation of the agents the bound and unbound calls which are to be handled by the callers, and the works which are conducted from home by the employees. The management of the employees in a new company is a crucial point for managers. The increase in the number of customers results in enhanced brand name and sustainability of call center (Rondaà ¢Ã¢â€š ¬Ã‚ Pupo et al. 2012). The strategic plans include the utilization of the business with specific strategic direction, setting the performance goal, address customer values, and the achieving potential to be successful. The implementation process in followed after the efficient outbreak of the plans and strategies on which the prospect of the company is based on. The strategic plan includes the facts which may focus on the complete implementation of the solution and the ways of avoiding the conflicts causing in the plans and practice of the job work. The common reasons for the failure of the strategic plans for the company such as 1) lack of ownership- this is the most common issue. People if do not take responsibility of the plan; it will directly affect the organizational performance. 2) Lack of communication- the plan does not involve the communication between the employees. The employees cannot understand how to contribute. 3) Meaning-less plan- the vision, and the mission of the valuable statements of the strategies which are supportive of the actions and the works of the employees. 4) Annual Strategy- Implementation is not being discussed in the strategic planning process. 5) No progress report- there is no methods involved in tracking the negative outcomes of the company. But new strategies may be involved in the process to avoid this problem. 6) Lack of empowerment- empowerment provides strong motivation and improvement of the employees performance (Deryugin et al. 2015). The business owner or the manger improvises the plan for the successful implementation, which also evaluates the strategic plan to initiate the establishment of the organization. There are few questions which are to be answered to solve the implementation problems of the company. The questions include the topics such as: the implementing plans which ensures the strategies to make forward the company, the ways of communicative skills in the company which includes the leader-employee and the employee-customer c ommunication processes, the ways of motivation for the employees, commitment of salary, money, resources and the inter-company assessment toward the employees, etc. (Malthouse et al. 2013). The initial stage of the implementation of the strategies of the company includes the efficient application of the skills through training and the recruitment which are required for the strategic plans. Additionally, the employees should be provided with sufficient funds for the efficient support in the respective job (Shashkov et al. 2014). The employees also may require enough time to implement the additional activities of the tasks and the calling process which are currently in progress. For actual implementation of the program, the formation of an appropriate and formal structure is very essential where the management includes the appropriate lines of authority, structural regulation along with the regular strategy implementation in the company. Another factor which contributes to the job outcome is the system which includes the management of the technologies to track the report of the plans for adapting the changes in the corporate system. The most important agenda for the imple mentation of establishing the company includes the scoring of the changes and the progress of the company and resolving the problems which come in the way of constructing a new company in a new place (Cordell et al. 2013). References: Tang, J., Yi, K.H., Macdonald, A.J. and Madhavan, S.K., General Motors Llc, 2015.Providing wireless mobile device information to a call center. U.S. Patent 8,948,727. Kim, M., Eun Park, J., Dubinsky, A.J. and Chaiy, S., 2012. Frequency of CRM implementation activities: a customer-centric view.Journal of Services Marketing,26(2), pp.83-93. Shashkov, G.N., Kolomoyskyy, O.M., Zgardovski, S.V. and Korolev, N., Genesys Telecommunications Laboratories, Inc., 2014.System and methods for predicting future agent readiness for handling an interaction in a call center. U.S. Patent 8,798,257. Cordell, J.W., Boutcher, J.K. and Steinbeck, M.L., West Corporation, 2013.Contact center call routing by agent attribute. U.S. Patent 8,559,618. Chen, S.R., Wang, J.H., Zhu, X.H. and Shao, H.R., 2012. Research of call center for remote real-time health monitor system.Computer Engineering and Design,33(11), pp.4386-4391. Malthouse, E.C., Haenlein, M., Skiera, B., Wege, E. and Zhang, M., 2013. Managing customer relationships in the social media era: Introducing the social CRM house.Journal of Interactive Marketing,27(4), pp.270-280. Rondaà ¢Ã¢â€š ¬Ã‚ Pupo, G.A. and Guerrasà ¢Ã¢â€š ¬Ã‚ Martin, L.., 2012. Dynamics of the evolution of the strategy concept 19622008: a coà ¢Ã¢â€š ¬Ã‚ word analysis.Strategic Management Journal,33(2), pp.162-188. Salomonson, N., berg, A. and Allwood, J., 2012. Communicative skills that support value creation: A study of B2B interactions between customers and customer service representatives.Industrial Marketing Management,41(1), pp.145-155. Subramanian, R., 2015. Soft-skills training and cultural sensitization of Indian BPO workers: A qualitative study.Communications of the IIMA,5(2), p.2. Janssens, M. and Zanoni, P., 2014. Alternative diversity management: Organizational practices fostering ethnic equality at work.Scandinavian Journal of Management,30(3), pp.317-331. Baker, T.R., Kerski, J.J., Huynh, N.T., Viehrig, K. and Bednarz, S.W., 2012. Call for an agenda and center for GIS education research.Review of International Geographical Education Online,2(3), pp.254-288. Deryugin, V.N., Giacomini, P., Makagon, P., Ryabchun, A. and Anisimov, N., Genesys Telecommunications Laboratories, Inc., 2015.Method and apparatus for extended management of state and interaction of a remote knowledge worker from a contact center. U.S. Patent 9,002,920.