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Case Number 5
Navy Customer Service Manual
Case Number 7 -Continued
Facing the customer across the counter isn’t always possible; many customer contacts must be handled by telephone. Extra effort is required in these cases to ensure that the contact doesn’t become impersonal. Remember, that is a person on the other end of the line—not just a voice! The DK had lost sight of that fact. He was concerned only with a pay record and a voice. The  disbursing  officer  could  have  passed  the responsibility back to the YN. The officer could have told the YN to write for the pay order and that PO Seaman’s pay would be corrected after it was received. Until  then,  PO  Seaman  would  have  continued  his payless paydays. However, he proposed an immediate, partial remedy, even though it would involve additional work  for  his  office.  Thus,  PO  Seaman  had  the satisfaction of knowing that part of the problem was being corrected THEN. He also explained the additional steps he would take to completely clear up the problem. CASE NUMBER 6 It had been one of those extremely hectic, tiring days, and PO Brush and SN Pistol were still busy with the last two customers. No one else was waiting, so maybe these customers would be the last for the day. Suddenly their work was interrupted by the sound of a hand slapping the counter and the demand, “A little service here !“ PO  Brush  muttered  under  his  breath,  “A  little service is all you’ll get.”  Aloud he said, “Be with you in a minute.” He then returned to the customer he was helping. “Come on! Come on! I haven’t got all day!” SN Pistol replied, “Neither have we. Just 10 more minutes to quitting time.” “Just once, I would like to come into this office without having to stand around and wait.” PO Brush replied, “Did you know that we schedule our busiest part of the day to coincide with your arrival. We were all frightened that you will come in and not have something to gripe about.” “I believe it.” To show his further irritation, he then began humming and tapping his fingers on the counter, After awhile he asked, “Why don’t you get into a good rating?’ “Such  as?’ “Anything but this. Boy, what a waste of time! You guys sit in here all day and twiddle your thumbs.” “What do you want?’ SN Pistol asked. “GO ahead, finish what you’re doing. Don’t let me interrupt you.” PO Brush finished with his customer and turned to the noisy customer, “Now, what can I do for you?’ “Ah,  it’s  too  late  now.  I’ll  come  back  in  the morning.” PO Brush was beginning to steam. “You do that. Come  in  at  0800.  Then  instead  of  waiting  only  5 minutes, you can wait all day.” EVALUATION OF CASE NUMBER 6 Unfortunately,  the  checklist  does  not  apply  to customers. At the end of a busy day and faced with a customer such  as  this,  anyone  would  have  difficulty  in maintaining a pleasant, friendly manner. However, nothing is gained by “cutting the customer down” or permitting him to control your temper. Because the customer did aggravate them, PO Brush and SN Pistol would have to make a diligent effort to be pleasant and friendly toward him when he returned the next day. CASE NUMBER 7 The phone rings and rings and rings and rings. “D’sbursingofficePistolspeakinsir.” SA Doe, hopeful that he has reached the disbursing office,  states  his  problem,  “I  have  been  granted emergency leave starting at 1600, and I don’t have enough money to make the trip. One of my friends told me I could get special pay. Can I?” “Ya’llhaftacomeuptotheoffice.”  Click! 2-11

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