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Page Title: Effect of Good / Bad Service
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rating,  you  are  the  all-important  link  between  the member  and  these  benefits  and  services. For a civilian, several places may offer the same or a similar service. There is usually more than one grocery store, more than one barbershop, more than one service station, more than one laundry, and so forth. But, the situation is very different for the individual in the Navy. There  is  only  one  personnel  office,  one  disbursing office,  one  ship’s  store,  one  division  office,  and  so  on. While going through the mess line, you probably have  heard  someone  criticize  the  meal  only  to  be advised,  “If  you  don’t  like  our  food,  try  the  restaurant across  the  street.”  This  advice  might  have  been acceptable if a restaurant had been located across the street—but  one  wasn’t.  The  person  had  only  one  choice: eat what was offered. Of course, not all criticism is valid; sometimes  it  is  merely  griping.  But  this  example illustrates the point that most activities normally have only one place where members can go for a specific service. They do NOT have a choice. Since the members do not have a choice, neither do you! Your service is not to be considered a favor. Rather, you  are  meeting  your  responsibility. EFFECT OF GOOD/BAD SERVICE The Navy is definitely affected, either directly or indirectly, by the service you provide to its members. Earlier, we said that bad service causes customers to develop an attitude of resentment. However, seldom do they restrict that attitude toward the person who gave the poor  service.  Instead,  they  soon  generalize  that  attitude toward the whole Navy. Machinery and equipment can be purchased when needed—conscientious,  dedicated  people  cannot.  Thus, it is apparent that capable  people  are  the  Navy’s  most valuable asset.  As strange as it may seem, the Navy is constantly   losing   these   assets—its   capable   petty officers. The choice to reenlist or leave the Navy is a personal matter, and the decision usually represents a carefully thought-out career plan. But, in some cases, a member’s decision to leave the Navy has nothing to do with  careful  planning.  Instead,  the  member’s  decision has resulted from frustration and dissatisfaction with the services the Navy has provided. In these cases, the Navy has lost not only the person but, the investment of expensive  training. You may ask, What can I do about it? My job isn’t important! I only perform a personal service or provide for  a  personal  need.  THERE  ARE  NO  UNIMPORTANT JOBS! Few changes are made just for the sake of change. First, a need is recognized, and then new procedures are developed to meet that need. Recognizing a need is also the first step in making improvements in the area of a service.  We  must  understand  that  even  the  best  of services have room for improvement. With this in mind, everyone  involved  in  providing  service  must  recognize the  constant  need  for  improvement. RECOGNITION OF NEEDS Before  discussing  needs,  let’s  first  consider  the people who have them. Everyone in the Navy has needs. The failure of these needs to be met quite often develops into  problems  that  far  exceed  the  original  needs themselves. However, the level of service required to meet  their  needs  and  solve  their  problems  varies.  For example,  experienced  senior  petty  officers  require  less advice  and  fewer  explanations  and  interpretations  than the less experienced junior petty officers. Since the experienced members know more about the services to which they are entitled, they are less likely to accept poor  service.  Although  all  members  depend  on  others for  services,  new  enlistees,  their  dependents,  and  new civilian  employees  probably  have  the  greatest  need. The  need  for  improved  services  is  apparent  based on  the  comments  Navy  members  make.  Let’s  analyze members’  desires  and  feelings  as  a  first  step  in determining how improvements can be made: They want to be regarded as individuals. 1-3

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