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Customer Service - 14260_83
Yeoman 1 & C - Military training manual
Cooperation - 14260_85
tells the officer that the YN2 must verify the VHA form before  it  is  submitted  to  disbursing.  The  YN3  advises the officer to leave the form and a phone number for the YN2 in case there are any questions. The YN3 interrupts the YN2’s conversation to explain the officer’s situation. The YN2 responds, “Yeah, yeah, I’ll get to it. Just leave it in my basket.”   The YN3 places the officer’s VHA form   and   the   officer   data   card   (ODC)   with   the corrections annotated in the YN2’s basket with a note attached. The YN2 continues to talk on the phone, complaining  about  how  the  stupid  computer  was messing up the fitness reports, how he is being treated like  a  servant,  how  co-workers  were  being  treated special, and the aggravation of the so-and-so dumb kids and officers who come in asking questions. Two weeks later the YN2 takes leave and the officer returns to the administrative office angry concerning a decrease  in  pay.  Apparently  the  officer’s  VHA  form  was not forwarded to disbursing; it was still in the YN2’s basket.   Was   this   dereliction   of   duty?   Probably. However, we are not considering the legal aspects of the act, but the attitude that prompted it. The YN2 wasn’t going to lose VHA. The YN2 is not interested in doing a good job-just a job. It  isn’t  difficult  to  be  pleasant  when  dealing  with pleasant  people;  it  may  become  difficult  when  people are  unpleasant.  The  customer  who  is  emotionally  upset may have difficulty in stating a problem accurately or completely. Significant information may be omitted; one’s opinion may have been confused with fact or there may be a feeling that the information you request is too personal. Usually, it will help to first determine the cause of anger and to whom it is directed. You maybe able to sort out this information by letting the customer unload. The old adage, “The customer is always right,” is not true in all situations. Personal abuse is not a right of the customer. But, the customer who is allowed to blow off steam (within reason) may then become apologetic and ready to accept your help. When  you  are  faced  with  an  upset  customer, remember that your purpose is to serve that customer’s needs.  Any  other  response  on  your  part  may  serve  to justify  the  customer’s  state  of  mind-you  either  cannot or will not provide the needed service. A calm, confident manner is the best approach. When you do not respond with anger or rudeness to a customer’s emotional outburst, you have taken the first step  toward  solving  the  customer’s  problem,  whatever its nature. A good attitude is important to customer satisfaction. PRIDE An  office  may  be  capable  of  rendering  quality service but does not because of the attitude of the workers  in  the  office.  Office  supervisors’  fairness, courtesy, and cooperation toward the office workers, customers, and other office personnel will be reflected in the personal characters of their own office workers. If you want your workers to have pride in their work then you must have pride in them because they area part of your work. If you want them to be courteous toward others,  then  you  must  be  courteous  toward  them  and others. Attitudes have a major influence on face-to-face skills, and since our attitude toward others is a reflection of our attitude toward ourselves, it is vital that you have proper  appreciation  of  yourself. You should have a value as a person that you have accomplished certain things, and that you have the ability to climb higher. This recognition of who you are, what you are, and what you hope to become enables you to meet each day with an expectation of winning rather than a certainty of defeat. The  customer  forms  a  mental  picture  of  you  from the messages you unconsciously communicate-what kind of person you are and how you view your job, your rating, the Navy, the customer, and the customer’s problem. Without a degree of pride in self, ability, and job, it is likely that a person’s performance will be less than the person’s best effort. Such a person usually performs only when told to do so and then does only enough to get by. COURTESY Regulations  do  not  require  courtesy military courtesy. Formal courtesy is beyond  formal that which is demanded  by  custom  and  tradition,  and  failure  to observe it can have unpleasant consequences. But, as in the previous example, we are not discussing the punitive aspects  of  actions.  The  common  courtesy  we  are concerned  with  here  is  a  totally  different  subject. Probably nothing is more discouraging to the customer than being ignored, and there is no justification for this type of treatment. There are times when you can’t drop what you are doing; however, you can acknowledge the customer’s   presence.   Most   people   don’t   mind   a 7-2

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