User satisfaction
Generally, quality management teaches the user about the needs and what must be done to improve them, specifying the satisfaction and preservation of the users, the attraction of potential customers, the design of strategies that satisfy the changing needs of the new users and reducing costs by answering complaints and processing claims.
Customer Expectations Regarding Service
Customer expectations "are attitudes that the customer assumes with respect to an organization." These are related to the product; with the service provided and with the professionalism of those who exercise contact with the user. When using an organization for the first time, expectations can be very high as they have no adverse precedent.
Within these there are factors that can be classified as positive and negative. Among the positive expectations are: Deference, service culture, personal interest and reliability. As for the refusals, there are: Rudeness in the treatment, delay before and during the response, incompetence and indifference.
USER CLASSES
THE MAD
They transmit two messages:
- One that has to do with the facts The other with his feelings.
It is up to us to transcend feelings to get the facts you need to solve the problem.
When dealing with these types of people, do not deny your anger, saying, "There is no reason to be angry" will only make you more angry.
Some of the ways to reassure an angry person are:
- Stay in control. Don't get emotionally involved. Help the person overcome their anger. Don't make promises you can't keep. Pay more attention to what you can and cannot answer. Ask the person how you would like it. have your problem solved.
THE DISCUSSOR
These people take pleasure in discussions.
If you assure them that a sweater is white, they will say it is red. They are aggressive and probably will not agree or discuss everything you say.
When dealing with these individuals follow the following rules:
- Speak softly Ask your opinion Concentrate on the points you agree on. "Count to ten"
THE CONVERTER
When dealing with these individuals follow the following rules:
- Manage time according to demand. Show interest, but make it clear that you must serve other people.
These individuals can grab a lot of your time if you allow it.
Try to keep in mind that the reason these people talk so much is that they are alone.
THE USUAL COMPLAINANT
When dealing with these individuals follow the following rules:
- When the regular complainer calls, try to separate legitimate complaints from false ones. Avoid becoming defensive, no matter what you say. Let him speak.
If the complaint is valid, take the appropriate steps to resolve the problem
The usual complainer doesn't like anything. Do not allow this individual to discourage or depress you. Assume this is simply part of your personality.
THE RUDE OR OFFENSIVE
When dealing with these individuals follow the following rules:
- Don't try to "put them in their place," don't do it! A much more effective resource is to be kind, exceptionally kind, they will start to give you the same respect that you offer them.
If you realize what these people really are like, it will be easier for you to deal with them.
They present themselves as arrogant and with absolute personal security. However, underneath, they feel lonely and insecure.
THE DEMANDING
These are individuals who interrupt you when you are in the middle of a conversation with another person.
They demand their immediate attention when feeling insecure.
When dealing with these individuals follow the following rules:
- Treat them with the same respect as anyone else, but do not agree to their demands.
You can do this by focusing on your needs and not on your ways.
Learn to measure what's important:
“Our fixation on quantitative measures leads us to underestimate or ignore less tangible qualitative measurements, such as quality of service, public satisfaction, flexibility in the face of new problems, the time necessary to resolve a problem demanded by the public, and the accumulation of training, aptitude and professional attitude made by the workers. But it happens that these less tangible magnitudes are what really produce the success of an organization in the medium and long term. ” TOM PETERS
CONFLICT
Conflict is inevitable, it is an inherent part of interpersonal relationships, it represents a continuous adjustment of internal and external reality since everything is in motion, both individually and as a group, at the family or work level, all the spaces we fill as people they flow and develop incessantly forcing us to make adjustments from time to time and those adjustments are conflicts.
- Goals and limited resources: Goals and objectives are directly related to the expected results. By establishing them, greater participation, creativity and commitment will be achieved. However, in order to achieve the goals, it is very possible that the organization has limited resources, which may also be a source of conflict. Differentiation of roles and working methods: Conflict arises when there is no agreement on the definition of interdependent roles; on the other hand, our way of doing things offers potential for conflict. We must understand our own work styles and that of others to better manage conflict.
Strategies for managing conflict
- Avoidance: It is about avoiding conflict, suppressing emotional reactions. Although it has value in some cases, it usually leaves a personal feeling of dissatisfaction. Procrastination: They are used to “cool down” a situation. Procrastination is useful when the postponement of the conflict is desirable. Confrontation: Involves confronting conflicting issues or people. It can be subdivided into:
- Competence: It implies the desire to satisfy one's needs regardless of the other person. The competitor uses persuasion or coercion for this. (Win - lose) Commitment: Reflects the desire to find a solution that will partially meet the needs of others. The person who uses this tactic expects a mutually acceptable result, but knows that he has to lose "something". (Lose - lose)
Conflict management styles
Little interest in their own needs and high interest in the needs of others, which generates passive behavior
High interest in their own needs and low interest in the needs of others, which generates aggressive behavior.
Moderate or high interest, both for their own needs and for those of others, which produces aggressive behavior.
There is no conflict management style that works well in all situations. Each of the styles has its advantages and disadvantages and situations in which its use is appropriate.
1.- Evasive style: (avoid)
Try to passively ignore the conflict instead of solving it. When confronting conflict is avoided, non-assertive and non-cooperative behavior manifests itself.
2.- Accommodating style: (give in)
Try to resolve the conflict by giving in to the other party. Who adopts this modality shows a little assertive but cooperative behavior.
3.- Tax style: (compete)
Try to resolve situations through aggressive behavior so that things are done as you want. In this style the behavior is uncooperative and aggressive; anything is done to meet one's needs and if necessary at the expense of others
EMPATHY IS:
- The ability to understand what other people want and need. Ability to visualize the world from a different point of view than oneself. Ability to understand other points of view in the same situation and to relate these perspectives to each other.
SKILL IN THIS SKILL IMPLIES:
- Understand the needs of internal and external clients. See reality from the point of view of others. Realize what others feel without them even saying so. Capture subtle forms of communication through which people They tell us what they feel, want or need. Help others based on an understanding of their needs and feelings.
