Academic journal article Manager

Dear Editor

Academic journal article Manager

Dear Editor

Article excerpt

Your responses and reactions to features and articles published in Manager

If you have any views on subjects raised in these pages, or if you would like to raise any points that would be of interest, please write to: The Editor, Manager, The Institute of Administrative Management, 40 Chatsworth Parade, Petts Wood, ORPINGTON, Kent BR5 1RW. or e-mail: editor@lnstAM.org

Dear Editor,

I have read with interest the article Service with a Dial I have to say that my experience as a customer diverges markedly from the theory as expounded.

Having to hold on for a long time while a recorded voice periodically informs me that I am in a queue is not my idea of good customer service. The method of automatically gathering information before the customer is privileged to talk to a person does not commend itself either. Neither does being regaled with music.

Some time ago my bank managed to enter a large debit on my account which was not only false, but bore the same cheque number as the following entry. My attempted call to the branch was diverted to, I presume, a "call centre". I was then assured that the matter would be investigated and I would be telephoned about it within 48 hours. I never heard another word. The bank did, however, re-credit the amount (just as well I noticed it!).

I rang a large company recently. In several failed attempts I pressed buttons and said 'Yes' or 'No', only to be informed by a metallic voice that he/she had not understood. I did eventually speak to a person and told him his system was not working. He agreed and gave me an ordinary telephone number which I could use!

I once asked a girl in a telephone call if she was a real person or a recording. Fortunately she was real.

Dealing with telephone enquiries has certainly not improved in recent years. Of course, not all failings are attributable to the technology, but the whole business needs fundamental reform.

Yours sincerely,

David Mann FInstAM

Vice President

Dear Editor

Dr Ian Pearson's article on The Future of Administrative Management made interesting reading. We read in the market press of companies demerging and focusing on key business objectives, leading to the outsourcing of various functions such as payroll, facilities management and personnel management. As a result new companies have grown to take on these outsourced roles, and as Dr Pearson indicates, if both company A and B had three personal staff each and then outsourced, this work may be done by Company C using less then six staff.

So this had the potential to release the Administrative Manager's function - well maybe. I have recently joined a local authority as an Assistant Procurement Manager for service contracts. During my end of probation period interview I stated that having come from an Administrative Manager's post, although there was technical knowledge I required, the process was similar. My team leader preferred to call my role Project Management as administration sounded too much like bureaucracy. This I feel underlines the perception that Administrative Management is somehow a waste of resources and only concerned with stuffing envelopes. …

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