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Navy Customer Service Manual
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Chapter 2 Navy Costumers and Their Needs
those who have an interest in those things, but lack the “know how” to do them. In a way, this manual is also a “how to” book but it does have a slightly different approach. To begin with, you  already  possess  the  “know  how’’—everyone  really knows how to be courteous and helpful. When we don’t do what we should, either we don’t care or just didn’t stop to think how our actions might affect the other person. The intent of this manual is to impress upon you the importance of caring and the effect of your actions and attitude toward others. This  manual  first  identities  undesirable  personal traits of members that can make the Navy less than it can be. It asks you to evaluate yourself so that you can become aware of areas needing improvement. Then, by showing the advantages of improvement to you and to the  Navy,  it  dares  you  to  accept  the  challenge  of self-improvement. We in the Navy have a real need to improve our human relations. Human relations often are the deciding factor as to whether a member likes the Navy or dislikes it. EXAMPLES WITHIN Chapter 2 is a series of case studies, or examples, of the type of service that is often encountered in the Navy. Some of these examples are limited to specific ratings, others are not. Some portray good service, others poor. The  purpose  of  these  examples  is  to  help  you evaluate  your  own  attitudes  and  abilities.  To  say  that something is “better” really doesn’t say much unless you go a step further by adding “than .” That is evaluation,  and  evaluation  can  be  simply  described  as the  weighing  of  all  known  factors  to  determine  a  best course of action. In team sports, each team is constantly evaluating the strengths and weaknesses of the other so that it can plan its strategy. Self-evaluation  requires  that  you  weigh  your  own strengths and weaknesses—not an easy task. It’s much easier   to   evaluate   someone   else’s   strengths   and weaknesses because you are less likely to be distracted by  excuses  and  rationalization.  The  performances described  in  the  examples  will  help  somewhat  in  this respect since you can examine, and then compare, your performance with those described. REFERENCES  TO  EXAMPLES  WITHIN Chapters  3  and  4  examine  the  needs  of  Navy members and, by referring to the examples in chapter 2, identify the attitudes and skills necessary to meet those needs, Chapter  3  gives  examples  on  the  basis  of  the individual—you.  What  attitudes  and  what  skills  do  you need?  Why?  How  can  you  improve  them?  Why  should you even try? Chapter 4 examines the team—all the people who work at the contact point. It points out your respon- sibilities to the team and the team’s responsibilities to you. It demonstrates how team members can assist each other in providing improved service. ATTITUDE  TOWARD We have discussed the importance of a good attitude as it relates to doing a job well. Attitude is also important as you read this manual. As you read, ask yourself, What does this example say to ME? Do I exhibit any of these undesirable  traits?  If  so,  what  difference  would  it  make if I didn’t? If you take this attitude, you are likely to find some areas in which you can improve simply by being aware of the need for improvement. However, if you read it with a closed mind—that is, with the attitude that everyone is out of step but you—your efforts will have been  futile. 1-9

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