Traditionally, managers have thought that if tasks were specified
correctly and people did as they were told, then a quality output would ensue.
It is better to think that the correct outcome is the measure that is
appropriate and this is what should guide behaviour.
Customers want good service: delivery on time, easy access, speed and
flexibility. They value the experience of good service. If the system doesn't allow people to behave this way
there is no way a 'culture' can be created to achieve it. People cannot do what is
necessary when they don't have the means and/or have to follow rules or procedures.
A culture of service has people within it who know what they can do to
improve as well as knowing what others might need to improve their capability . Everything that people do is orientated to
improving the capability of the system.
A culture of service means putting control where it matters. It is an
affront to traditional notions of control. Everything we know about competitiveness in the
service markets tells us we should be prepared to be affronted. |
