DELL ORGANIZATION BEHAVIOR

Abstract

Business today has evolved to become more customer oriented. Companies are shifting towards the customer segment focusing on customer relationship management, customer lifetime value and customer retention. Once there, it concentrated on customer relationship management (CRM) to improve customer lifetime value and customer retention. This is done by continuously delighting customers to achieve customer satisfaction. With that comes customer loyalty and ultimately a successful company. CRM has both positive and negative strategic implications on ge. With CRM Dell's has achieved employee satisfaction, quality, good positioning, customer satisfaction/loyalty and improved performance/productivity. It has also increased profit, shareholders' wealth, market value as well as voter the most admired company. Despite dell's achievements there are also setbacks such as company downsizing, retrenchment, staff resignation, high CRM systems cost, intruding customer's privacy and loss of customer through segmentation. Companies could learn from the dell's example (known as the dell's way) on how to execute the shift towards the customer segment and implement the CRM systems smoothly and successfully. CRM helps companies manage customers effectively bringing success along the way, if implemented correctly(Barnes, 1995,, 1393).

Dell Organization Behavior

Introduction

Since its first establishment in 1984 by Michael Dell, Dell has always been well-known for its business strategy that based on selling custom configured PCs directly to customers by eliminating middleman markups and passing the savings to its customers. Dell started serving multinational, government, corporate accounts, and experienced individuals and SMEs with various product range and expertise in Asia-Pacific/Japan since the early 1990s; implementing their technology initiatives throughout the region. Dell is a direct company. What does direct mean? It means accountability, it means service, and it means efficiency. Dell has become the largest supplier for personal computers and servers to corporations in the United States, and the second largest vendor of servers in the world. Dell has experienced growth of 54 percent per year on average for the last ten years. Dell sees that this direct system and ability to understand the customer's needs, gives us a tremendous amount of information-information thus allowing us to improve Dell business systems. This has certainly benefited Dell and its customers as well(Aspinall, 2001,, 79).

Purpose of study

To analyze the previous and existing management structure in Dell, targeting on its Technical Support team.

To compare the abandon rate in relevance to service level.

To compare the service level in relevance to its workforce management.

To make comparison between the previous and existing management structure in terms of its performance. ( Service level, schedule adherence, agent's performance, and customer feedbacks)

Objectives

To identify the differences between the previous and current management structure - the pros and cons, to determine which suits the most.

To identify the impacts of leadership and management structure on staff performance.

To identify the impacts of staff performance on customer experience.

To research into alternatives to improve performance and drive better customer experience.

Hypothesis

Building upon methods mentioned earlier on, I will test my hypotheses by answering the three questions posed at the beginning:-

Hypotheis 1: What are the impacts of Dell's management structure ...