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Figure 7-1.-Detaching (
reasonable wait when they know that you are aware of their presence, but they should not have to beat on the counter to get your attention. Common   courtesy   goes   beyond   what   we   are required to do. It is a voluntary expression of respect for another’s rights or feelings. It is opening a door for someone  heavily  laden  with  packages;  extending military courtesy and respect for a person rather than merely  extending  the  required  recognition;  treating  the customer as a person and the problem as important rather than the “jerk with a stupid question. ” Answering the questions that are asked requires a sizable amount of patience. It wouldn’t be so bad if you didn’t have to answer the same ones over and over. Some of the questions are simple, others are hard, and some are ridiculous. All deserve the courtesy of an answer, even the stupid question. By answering the stupid question, the customer may realize that the wrong words were used, and the question can be rephrased to obtain the desired information. It may be a signal that more information is needed. For example, when a PO3 asks, “Hey, can I ship my furniture now?,” he really means something quite different. Sure, the furniture can be shipped now or anytime. What is really being asked is,  “Am  I  now  entitled  to  ship  my  furniture  at government  expense?” COOPERATION You must keep in mind that, no matter how simple or unimportant you consider a request, the customer depends upon you to provide a service. Yes, it requires a little effort on your part to answer a question or look up a reference, but that extra effort or interest is a mark of good service. Another  element  of  cooperation  required  is responding to the customers’ needs. They will often need  information  or  assistance  from  another  office before you can act on their request. You can send them on a “wild goose chase” to get it, or you can provide them with specific instructions on what to get, whereto get it, and how to get it. You might also make a phone call so that they will be expected. MONITORING To exercise control properly, you should know what is going on at all times. Learn to work at one thing and, at the same time, keep an eye and ear out for what your people are doing. Monitoring is necessary to have a degree of uniformity and effectiveness. Just the fact that you are paying attention to what they do has a beneficial effect on the atmosphere of the office. Be careful how you supervise. It is a curious thing that, while most of us like to feel that our seniors know what is going on, we strongly resent the sense that someone is watching our every move. We especially resent  being  watched  if  we  think  the  watcher  is constantly looking for something to complain about. As a supervisor, you should refrain from interfering with your personnel when they are attempting to tackle a problem and identify its cause. When you see that the best  solution  has  not  been  found,  give  them  an opportunity to ask for advice. Keep in mind that being tactful in handling situations is very important to your personnel. Do not belittle what they have done. Use a work  situation  as  a  training  opportunity.  Supervision that does not interfere with performance is an excellent method  that  can  be  used  to  monitor  the  effectiveness  of a  customer  service  office. As  the  senior  Yeoman  in  charge  of  a  customer service office, you must be aware of as well as monitor personnel  practices  and  skills  in  the  following  areas: l The check-in and check-out process should be simplified  to  reduce  to  the  absolute  minimum  the number  of  offices  where  members  must  present themselves when reporting on board or being detached. The Detaching (Departing) Endorsement to Orders, NAVCOMPT  Form  3067,  and  Reporting  (Arrival) Endorsement  to  Orders,  NAVCOMPT  Form  3068,  must contain an authenticating officer’s signature (figs. 7-1 and 7-2) and the proper copies must be provided to the disbursing office. We can assume that an officer, having just reported, perhaps with leave en route, is interested in getting financial matters taken care of promptly. Therefore,  the  necessary  papers  should  be  submitted  to the disbursing office as soon as possible. Make sure that a  receipts  and  transfer  check-off  sheet  is  used  to complete all actions. l There will be times when your personnel are snowed under with work. Appointments, special counter hours, and “purpose of visit” chits should be used to speed service and reduce the customer’s waiting time. Make sure the operating schedule is flexible enough to provide for emergency situations and is never used as a device to limit service. l  Private  filing  systems  for  retain  files  may  work fine and require less time for the individual who is working  in  the  receipts  and  transfers  or  in  the reenlistments or separations section; however, that 7-3

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