Introduction to the Field
of Ob e-c heer sloyeE Tt Behaviour
LEARNING OBJECTIVES (LO)
AR uC ues hy curacao aula ae
1.2 Compare and contrast the four current perspectives of organisational effectiveness
1.3. Debate the organisational opportunities and challenges of globalisation, workforce diversity and emerging
employment relationships
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distant from the reality of everyday business, says Thodey. In
addition, several dozen Telstra employees monitor Facebook,
Twitter, Whirlpool, and numerous other social media sites to
discover and address complaints about Telstra that don't reach
the contact centres,
Complementing this customer focus is ‘Project New’
whereby Telstra staff find ways to simplify and reduce costs
of internal work processes. These projects have resulted in
decentralised decision making, less hierarchy (fewer middle
managers}, more customer self-serve online resources,
and a dedicated ‘move team’ for customers moving house.
if you get the simplicity, youl have a better customer service,
Thodey explains. You'll have happier employees and, inthe end,
you deliver a better result for your customers
Telstra has a way to go, but improvements are already
apparent. Customer complaints about Telstra have plummeted,
but have increased at every other major Australian telco Project
New has produced more than $1 billion in cost savings, allowing
the company to be more price competitive while remaining
profitable But Thodey says the ultimate objective goes beyond
customer service and efficient operations. its actually more
about changing the way people talk about Telstra, Thodey
explains. if we could ever realise that dream of Austral
being proud of what Telstra does, because we deliver great
service and great product. That creates value for shareholders,
and employees
avid Thodey (thir from lft) and Telstra employees have orchestrated aclasc turnaround ofthe telecommuniatons company trough
‘organisational behaviour practices
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