Work-life balance as a IT Snr Manager Tech is a term used for the idea that an individual needs time for both work and other aspects of life (personal interests, family and leisure activities).
Our schedules are getting busier than ever before, which often causes our work or our personal lives to suffer. The compounding stress of IT Snr Manager Tech from never-ending workday is damaging. It can hurt relationships, health and overall happiness.
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The best work-life balance is different for each of us because we all have different lives and different priorities. Work-life balance doesn’t mean an equal balance. There is no perfect balance you should be striving for. At the core of work-life balance is meaningful daily Achievement and Enjoyment.
When employees feel a greater sense of control and ownership over their own lives, they tend to have better relationship with management and tend to feel more motivated and less stressed out at work, which in turn increases company productivity and reduces conflicts.
Companies that encourage work-life balance have become very attractive to workers. These companies also tend to enjoy higher employee retention rates and more loyalty. Promoting balance is beneficial to both employees and companies.
Part of the appeal of customer-centricity is that it takes very little business acumen to grasp its core concept. Focus intensely on customers, align your products or services with their interests, and voila: a customer - centric culture is born. Simple, right? Not quite.
Becoming a truly customer-centric organization is perhaps one of the most difficult transitions an organization can make, fraught with hidden obstacles and unanticipated challenges. Here are three potential roadblocks on the path to a customer-centric strategy, and how to get around them.
Failing to understand your most valuable customer
A customer - centric strategy is only as good as its customers. You cant let the average customer dictate what you do, says Robert Duboff, CEO of Hawk Partners LLC and coauthor of the book Market Research Matters. Generally speaking, Duboff says, 20 percent of a company's customer base generates 80 percent of its profits. Given that split, its imperative to put your most valuable customers at the heart of your approach.
Identifying those customers need not take exhaustive research and complicated measures. It can be a fairly straightforward process, as it is with the Net Promoter Score, or NPS, a metric developed by Bain & Co.s Fred Reichheld. As set forth in The Ultimate Questionwritten by Reichheld and published by Harvard Business Pressthe NPS approach consists of one simple question: On a scale of one to 10, would you recommend us to your friends?
Based on the answer to that question, customers are segmented into three categories: promoters, who actively champion a particular product to their friends and colleagues; passives, who are lukewarm about the product; and detractors, the opposite of promoters. A given company's score is simply the difference between its number of promoters and its number of detractors.
NPS has proven to be a powerful tool for such companies as General Electric Capital Solutions, which has used it not only to identify customers that are already valuable promoters but to gain insights into how it can convert detractors. For a business like GE Capital Solutions, which serves more than 1 million very diverse customers in many different industries, NPS helps us better understand what our customers are feeling and how we can improve their experience with us, says Stephen White, a spokesperson for GE Capital.
Failing to support your external customer - centric strategy with an internal customer - centric strategy.
Speaking of valuable customers, what about that most priceless customer of all your employee?
While most companies aren't in the habit of regarding their employees as customers, those seeking to instill a customer-centric culture should rethink their stance, argues Elaine Berke, president of Westport, MA based EBI Consulting, which specializes in helping organizations develop customer-centric strategies. Customer - centricity needs to come from the inside out, says Berke. Leadership must avoid a double standard that makes it OK for managers to argue with or demean staff while still being courteous and considerate to external customers.
Consider the case of the world-renowned Johns Hopkins University Hospital. In developing a comprehensive Service Excellence initiative aimed at boosting its level of patient care, the hospital included employee satisfaction as a core component of the program. The hospital conducted an extensive survey to gauge employee concerns that turned up such simple, actionable insights as making it a point to compliment co-workers and instituting criticism - free no negativity days.
Customer-centric organizations value and respect internal customers as much as external customers, says Berke. Like the old saying goes, If you're not serving a customer, you're serving someone who is.
Failure to identify the moment of truth
Companies spend considerable time and resources developing metrics for processes, execution and other day-to-day functions but often overlook defining their moments of truth those points at which a customer interacts with a company's product or service and forms an impression.
Companies are usually very good at creating metrics around [such procedures as] production deliverables but have a much harder time knowing how to create and measure standards relating to the quality of service being delivered, Keith Bailey of Sterling Consulting Group says.
In defining a company's moments of truth, Bailey suggests looking at three different angles quality of product, quality of procedures and quality of relationships. Taking a hotel as an example, the quality of the product would be the cleanliness and comfort of the rooms. The quality of procedures would be such factors as how it long it takes to check in or how long customers wait for room service. The quality of relationship would be the friendliness and helpfulness of the staff.
Considering each angle separately allows a company to isolate the negative moments of truth within each and develop a game plan for turning them into positive experiences. Procter & Gamble, for example, identified its moment of truth as that instant when a shopper picks up one of its products and decides whether or not to purchase its decision the customer makes in an average of six seconds. The company has overhauled its marketing with that insight in mind, creating a global First Moment of Truth business team designed to win over the customer in that moment.
There are as many different customer-centric approaches as there are customers, and each has its own unique challenges, but the road to a truly customer-centric strategy always begins with the same steps.
There are many ways employers can promote work-life balance in office, some of which are: company outings, offering remote working and flexible hours, providing good health coverage, encouraging employee education.
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Empowering employees like IT Snr Manager Tech to take control over their work and home lives can have a profound impact on their job satisfaction and performance, enabling companies to achieve success. Achieving work-life balance is a daily challenge. It can be tough to make time for family, friends, community participation, spirituality, personal growth, self-care, and other personal activities, in addition to the demands of the workplace.
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The Consumer Market comprises all individuals and households who buy or acquire goods and services for personal consumption - for themselves, family, guests, relatives, friends.
Consumer Buying Behaviour refers to the buying behaviour of final consumers (individuals & households) who buy goods and services for personal consumption. We need to understand consumer behaviour to answer the question: "How do consumers respond to marketing efforts the company might use?"
The buying Decision Process consists of five steps: Recognition of Need, Information Search, Evaluation of Alternatives, Purchase Decision and Post-Purchase Behaviour / Evaluation.
Factors Influencing Consumer Behaviour
Life cycle stage
Personality & Self Concept
Life style identification
Motivation: a need becomes a motive when it is strong enough to propel us to act, to seek satisfaction
Perception: process by which we select, organize and interpret information to form a picture of the world
Learning: changes in behaviour arising from experience
Beliefs: a descriptive thought about something
Attitudes: consistent / enduring favourable / unfavourable evaluations, feelings, and tendencies towards something
Freud's Theory: A motive (or drive) is a need that is sufficiently pressing to direct the person to seek satisfaction. Sigmund Freud assumed people are largely unconscious about the real psychological forces shaping their behaviour... He saw the person as growing up and repressing many urges - these are never eliminated or under perfect control - they emerge in dreams, in slips of the tongue, in neurotic and obsessive behaviour or ultimately in psychoses. Freud suggested that a person does not fully understand his or her motivation.
Frederick Herzberg's two factor theory of satisfiers and dissatisfiers states that the absence of dissatisfiers is not enough - satisfiers must also be present for products to be purchased. In other words, marketers should do their best to avoid dissatisfiers, while identifying major satisfiers or motivators and providing them.
Family is the most important consumer buying unit in any society or market... family members being the most important / influential primary reference group.
Family of orientation: parents, siblings - strong influence on consumption habits that last a lifetime.
Family of procreation: spouse, children - where there are issues of dominance and influence in decision including purchase and consumption.
Reference Groups are groups with whom a person associates and who influence the person's attitudes, values, behaviour, consumption habits... Membership group are those that have a direct influence.
Primary group: continuous, informal interaction - family, friends, neighbours, colleagues
Secondary group: religious, professional, trade union...
Aspirational group: those a person hopes to join
Dissociative group: those whose values or behaviour a person rejects
Social Roles & Status: A role consists of activities a person is expected to perform in society. Each role carries a status. People select products & brands that reflect their role and actual / desired status in society. Marketers need to be aware of the status symbol potential of products & brands.
When a IT Snr Manager Tech spends the majority of its days on work-related activities and feel as if they are neglecting other important components of their lives, stress and unhappiness result. Thus, you must learn to draw a clear line between your personal and work time and set clear expectations with your colleagues.