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SERVICE CULTURE > PART 2 > Flashcards

PART 2 Flashcards

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Sociology 101 flashcards
1
Q

defined as the “ability to do something well”
particular qualities that a company’s recruiters have decided are desirable
for employees to possess.

A

Competencies

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2
Q

Three (3) Different Types of Competency

A

Behavioural Competencies
Technical Competencies
Leadership Competencies

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3
Q

an expression of the softer skills involved in an employee’s
performance

A

Behavioural Competencies

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4
Q

usually concerned with the effective use of IT systems and
computers, or any hard skills necessary for a job role.

A

Technical Competencies

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5
Q

an expression of the qualities that make a good leader,
turned into measurable behaviours .Given that skills aren’t the same as competencies, all
employees at a firm might be expected to possess some of the same basic competencies

A

Leadership Competencies

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6
Q

The ability to develop and communicate goals in support of the business’
mission.

A

Establishing Focus

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7
Q

The ability to enhance others’ commitment to their work.

A

Providing Motivational Support

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8
Q

the ability and desire to work cooperatively with
others on a team; as a team leader, the ability to demonstrate interest, skill, and success in getting
groups to learn to work together.

A

Fostering Teamwork:

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9
Q

The ability to convey confidence in employees’ ability to be successful,
especially at challenging new tasks; delegating significant responsibility and authority; allowing
employees freedom to decide how they will accomplish their goals and resolve issues.

A

Empowering Others:

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10
Q

The ability to demonstrate support for innovation and for organizational changes needed to improve the organization’s effectiveness; initiating, sponsoring, and
implementing organizational change; helping others to successfully manage organizational
change

A

Managing Change

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11
Q

The ability to delegate responsibility and to work with others and coach them to develop their capabilities.

A

Developing Others

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12
Q

The ability to take responsibility for one’s own or one’s employees’ performance, by setting clear goals and expectations, tracking progress against the goals,
ensuring feedback, and addressing performance problems and issues promptly.

A

Managing Performance

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13
Q

The ability to ensure that information is passed on to others who should be kept informed.

A

Attention to Communication

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14
Q

The ability to express oneself clearly in conversations and interactions with others.

A

Oral Communication

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15
Q

The ability to express oneself clearly in business writing.

A

Written Communication

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16
Q

The ability to plan and deliver oral and written communications
that make an impact and persuade their intended audiences.

A

Persuasive communication

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17
Q

The ability to notice, interpret, and anticipate others’ concerns and feelings, and to communicate this awareness empathetically to others.

A

Interpersonal Awareness

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18
Q

The ability to gain others’ support for ideas, proposals, projects, and solutions.

A

Influencing others

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19
Q

The ability to develop, maintain, and strengthen
partnerships with others inside or outside the organization who can provide information,
assistance, and support.

A

Building collaborative relationships

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20
Q

The ability to demonstrate concern for satisfying one’s external and/or internal customers.

A

Customer orientation

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21
Q

The ability to identify the information needed to clarify a
situation, seek that information from appropriate sources, and use skillful questioning to draw out
the information, when others are reluctant to disclose it

A

Diagnostic Information Gathering

22
Q

The ability to tackle a problem by using a logical, systematic, sequential
approach.

A

Analytical thinking

23
Q

The ability to anticipate the implications and consequences of situations
and take appropriate action to be prepared for possible contingencies.

A

Forward Thinking

24
Q

The ability to find effective solutions by taking a holistic, abstract, or
theoretical perspective.

A

Conceptual Thinking

25
Q

The ability to analyze the organization’s competitive position by
considering market and industry trends, existing and potential customers ,
and strengths and weaknesses as compared to competitors.

A

Strategic Thinking

26
Q

The ability to demonstrate depth of knowledge and skill in a technical
area.

A

Technical Expertise

27
Q

Identifying what needs to be done and doing it before being asked or before the
situation requires it.

A

Initiative

28
Q

The ability to look for and seize profitable business opportunities;
willingness to take calculated risks to achieve business goals.

A

Entrepreneurial Orientation

29
Q

The ability to develop, sponsor, or support the introduction of new and
improved method, products, procedures, or technologies.

A

Fostering Innovation

30
Q

The ability to focus on the desired result of one’s own or one’s unit’s work, setting challenging goals, focusing effort on the goals, and meeting or exceeding them.

A

Results Orientation

31
Q

Ensuring that one’s own and others’ work and information are complete and
accurate; carefully preparing for meetings and presentations; following up with others to ensure
that agreements and commitments have been fulfilled.

A

Thoroughness

32
Q

The ability to make difficult decisions in a timely manner

A

Decisiveness

33
Q

Faith in one’s own ideas and capability to be successful; willingness to take
an independent position in the face of opposition.

A

Self-confidence

34
Q

The ability to keep functioning effectively when under pressure and
maintain self control in the face of hostility or provocation.

A

Stress management

35
Q

Demonstrated concern that one be perceived as responsible, reliable,
and trustworthy.

A

Personal Credibility

36
Q

Openness to different and new ways of doing things; willingness to modify one’s
preferred way of doing things.

A

Flexibility

37
Q

crucial for improving skills and motivation.
They can be tailored to personal interests, skills, or performance objectives.

A

Career Development Goals

38
Q

Roles in Career Development

A

Individual
manager
employer

39
Q

These are the expectations that customers have for the perfect service. Their wished experience

A

Ideal expectation

40
Q

These are the expectations that customers have for what the service should be like in reality.

A

Desired expectation

41
Q

These are the expectations that customers have for what the service will actually be like

A

Predicted expectation

42
Q

American Service Expectations

A

-Customers Expect Connected journeys,
-Customers Expect Personalization,
-Customers Expect Innovation,
-Customers Expect Data Protection

43
Q

European Customer Service Expectations?

A

1.The Need to Get it Right First Time:
2.Listen to Customers and Respond to Their Comments:
3.Deliver Fast Responses:
4.Address Their Frustrations:
5.Be on Their Channel of Choice:

44
Q

Asian Service Expectations?

A

1.Embrace Technology:
2.Put the Customer First:
3.Demonstrate the Human Touch:
4.Continually Innovate

45
Q

What are the Customer Service Best Practices?

A

1.Hire and Treat Employees Well
2.Manage Customer Expectations
3.Nail Your First Impression
4.Collect and Use Data
5.Personalize the Relationship
6.Be Where Your Customers Are
7.Maintain Your Focus

46
Q

involves processes like sharing perspectives, defining issues, identifying interests, generating options, and reaching agreements.

A

Collaboration

47
Q

defined as the environment in different sovereign
countries, with factors exogenous to the home environment of the organization, influencing
decision making on resource use and capabilities.

A

Global Business Environment

48
Q

What are the 5 ways to develop a global mindset

A

Recognize Your Cultural Values and Biases
Get to Know Your Personality Traits, Especially Curiosity
Learn About Workplace and Business Expectations
Build Strong Intercultural Relationships
Develop Strategies to Adjust and Flex Your Style

49
Q

just a concept or competency; it is also a structured process that involves important stages of contribution.
- highlight the steps and stages required for effective collaboration, helping individuals and teams work together more efficiently and productively.

A

Collaboration Processes

50
Q

is the awareness that cultural differences and similarities exist and can significantly affect values, learning, behavior, and outcomes.

Recognizing and understanding these cultural differences is essential, as they can impact how challenges are identified, resolved, tracked, and managed in various contexts.

A

Cultural Sensitivity

51
Q

refers to the methods in which the instructors and students are
communicating with one another across the globe for collaborative experiences online.

A

Global collaboration

52
Q

designed for distributed teams which can be defined as groups
of people that interact through interdependent tasks guided by common purpose, and work
across space, time, and organizational boundaries primarily through electronic means.

A

Collaborative Environments

SERVICE CULTURE (3 decks)

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