| Papers [1-15] of 100 :: [Page 1 of 7] | | Go to page : 1 2 3 4 5 6 7 —> | Search results on "GLOBAL CALL CENTERS": |
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Global Call Centers, 2008.
This paper looks at the effects of placing business call centers in different locations around the world.
1,224 words (approx. 4.9 pages), 4 sources, APA, $ 41.95
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Abstract
In this article, the writer notes that the development of call centers as part of the customer service network for major companies today is part of the process of globalization. The writer points out that technology makes it possible for a call center to be anywhere in the world and still communicate with the customer to provide answers to questions, assistance with technical problems and all of the benefits of customer service by telephone. The writer discusses that many callers remain unaware that they are talking to someone in a distant part of the world, while others who are more aware will note differences in language and accent and will realize that the call center is not in their local area at all. The writer concludes that the economic disruption is real as call centers in North America are disappearing in favor of cheaper centers in other countries. The writer maintains that though efforts are being made to hide the fact by training workers in these centers, some linguistic elements remain to differentiate these workers from others.
From the Paper
"No matter how well coached these workers may be, though, they often do not sound like Stockton or Dubuque. This may not be a major setback given the fact that many North Americans come from different parts of the world and use many accents. These workers often do not use the right slang terms or do not understand them when they hear them. They may read addresses from a computer screen and mispronounce place names that Americans would not. They tend to be well trained in certain types of business and technology, and many computer firms use such call centers and place them in India because that country also has a technologically educated population segment that can understand what customers want and how to explain technology to them. Such workers often speak better about technical matters than business issues and use the right terminology for the technology involved even when they do not use the right word in normal conversation."
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Call Centers and Globalization, 2007.
A theoretical analysis of the impact of globalization and the call center phenomena.
938 words (approx. 3.8 pages), 4 sources, APA, $ 33.95
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Abstract
This paper describes the phenomena of call centers being established in developing nations. First, the paper describes the evolution of call centers. Then, the writer describes the impact of globalization and the improvement of the Internet. The paper then uses the examples of India and the Philippines as developing nations that have become popular locations for call centers. The author describes how India and the Philippines had to adapt culturally in order to serve Western customers. The paper concludes with the warning that Indian and Philippine agents/employees should be aware of the danger of losing their own cultural and social identities.
From the Paper
"When global computerization or massive improvement on the Internet occurred, a lot of companies realized the savings to be had if they transferred their call center operations abroad - especially in poor countries. One of the primary benefits of which is that instead of paying a U.S.-based call center agent say an hourly wage of $10.00, a call center agent in an emerging economy can be paid $3.00 an hour - and this is not starvation wage for them. With the boom in the call center industry, the Philippines and India became one of the two countries with call centers catering to Western clienteles. The overwhelming reason for the choice is the English speaking population of the two nations hence; there would not be much of a language barrier."
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Call Centers, 2004.
An examination of the trend by large British and multi-national companies to use call centers for their service provision.
6,254 words (approx. 25.0 pages), 12 sources, MLA, $ 146.95
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Abstract
This paper evaluates both the benefits and pitfalls of outsourcing call centers and customer service to offshore locations and explains that it clear that there are opportunities for reducing the level of costs for UK-based organizations. It points out, however, that outsourcing pilot projects and call centers to India is not without risk, especially if an organization is inexperienced in defining key performance indicators (KPI) based on its specific, predefined measures and definition of target performance levels. It further notes that offshore call centers are purely IT-supported, whereas Nationwide Building Society is strengthening its corporate position as the biggest building society in the world through a collection of positive synergies. Nationwide's competitive advantage rests on the implementation of specialist training programs for management and staff, improved services at its call centers, information-rich Web site, and the development of new products that will cater to emerging needs in the new era.
From the Paper
"The growth of new technology over the last decade has increased the number of contact channels available to customers. While previously customers communicated by telephone, fax or letter, or by visiting a branch, they can now send an e-mail, click on a website, send an SMS, or communicate through their digital iTV. Customers today increasingly demand contact with corporations 24 hours a day, 7 days a week, which prompted numerous big name businesses to establish offshore pilot projects and call centres outside Britain. However, around 50,000 jobs have already been lost as UK firms use cheap labour overseas to cut costs. (Bid to halt call centre job losses)"
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Vendor Selection for Three Call Centers, 2003.
An analysis of the selection process of vendors for call centers.
3,620 words (approx. 14.5 pages), 30 sources, MLA, $ 100.95
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Abstract
In this paper, three vendors in competition for the installation of a call center are evaluated. The selection criteria is listed first and includes the rationale for the criteria. Then each vendor (Avaya, Siebel, Lucent Technologies) is evaluated using the criteria. A summary table of
the evaluations summarizes the findings. Finally, the recommendation for the vendor that would be most appropriate for installing the call center is presented.
From the Paper
"In order to provide customer satisfaction, our agents must have functional built into their telephone stations to provide good feedback, quick response and quality data capture. The agents have requested that the stations have Hold function, Music Waiting function, headsets, Voice Messaging, Forward Calling, Personal and Global Announcement capabilities. The telephones have to be scalable to include new features in the future. Agents have also request several desirable capabilities to increase performance. They are Spell checking, minimal data entry, training, search Management and Data Quality Matching to increase customer satisfaction. In order to ensure that the data collected is utilized in the future, a quality repository for trouble tickets, service orders and returns orders will be required. An online repository of Marketing and Service Materials would also be desired to answer customer questions quickly and accurately."
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Call Center Vendors, 2003.
A look at vendor selection criteria for three call center vendors.
13,370 words (approx. 53.5 pages), 5 sources, MLA, $ 249.95
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Abstract
In this paper, three vendors in competition for the installation of a call center are evaluated. The selection criteria is listed first and includes the rationale for the criteria. Then each vendor (Avaya, Siebel, Lucent Technologies) is evaluated using the criteria. A summary table of the evaluations summarizes the findings. Finally, the recommendation for the vendor that would be most appropriate for installing the call center is presented.
Introduction
Selection Criteria:
Vender Aspects - History
Pricing
Architecture of Switching System
Technical Features of the Automatic Call Distributor
Functional Aspects of the Telephones and the Agents
Software Development
Systems Management
Disaster Recovery
Avaya Inc
Lucent Technologies
Siebel Systems, Inc.
Comparison of Vendors
From the Paper
"ADKAR is a model and a technique used by employees to help them understand where the organization is in the change management process. Managers to help identify gaps in the change management process can also use it. By using the technique, they can aid their employees through the process."
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Midland Call Center, 2002.
A look at the case study of the Midland call center.
1,400 words (approx. 5.6 pages), 1 source, $ 53.95
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Abstract
This six page graduate paper focuses on the case of 'The Midbank Call Centre' and the employees' problems in this place. Change is needed in that call center because employees appear to be fatigued and stressed out. They are not happy with the way things are carried out.
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Call Center Information Technology Plan, 2006.
This business plan describes a technology plan for a call center.
2,250 words (approx. 9.0 pages), 2 sources, MLA, $ 69.95
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Abstract
This information technology plan describes the recommended structure for a call center. It explains the necessary infrastructure for a call center and also gives background and goals for such an organization.
Business Goals and Objectives
Analysis of the Organizational Structure
Hardware
Software
Vision
Project Portfolio
Implementation Plan
Review
References
From the Paper
"The report will consist of the following sections:
1) An overview of the business and its goals and objectives.
2) An analysis of the ways in which information technology can support the business goals and objectives.
3) A Current Status Assessment of the information technology environment including hardware, software, information systems, personnel and organizational structure.
4) A model of the information technology environment that will support the systems required to achieve the business objectives
5) A prioritized list of specific projects required to implement the information technology model. Each project will contain information regarding the project objectives, resource requirements, costs and benefits, estimated time frames and potential risks.
6) An implementation plan including support requirements, management tools and structure required to make the plan a reality."
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IT Enabled Call Centers: Their Role and Impact in the Indian Market, 2002.
Looks at the way information technologies have changed and impacted the Indian market.
4,400 words (approx. 17.6 pages), 5 sources, $ 160.95
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Abstract
The Internet is changing how business does business by introducing entirely new channels for completing transactions and providing customer care. Web-based electronic commerce (e-com) has already enabled new competitors such as Amazon.com and eTrade to capture market share in the retail and financial services industries, and the travel business also has seen new, web-based alternatives appear. 18 pgs, bibliography lists 5 sources.
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Call Centre Vs. Manufacturing Floor, 2005.
This paper looks at human resource management and studies organizational environment.
904 words (approx. 3.6 pages), 5 sources, $ 31.95
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Abstract
In this essay, the writer documents the importance of organizational management in a globalizing environment. The writer explains that proper resource management depends on the understanding of the organizational environment. The writer focuses on perceived job satisfaction in two different settings.
Further, the writer discusses the importance of promoting job satisfaction and employee morale within the workplace.
From the Paper
"The globalization of the international economy, together with the relatively rapid evolution of many peripheral economies to more advanced stages of development leads to the need for organizational management in such countries to develop and implement effective human resource management strategies to promote job satisfaction and employee morale. The success of any organization depends largely upon the performance of its employees. Performance levels in turn depend largely on the perceived job satisfaction of ... "
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Cost Centers & Profit Centers, 1997.
Defines two approaches to organizational control, benefits & risks of changing from cost to profit, effects on management & accounting and implementation.
1,350 words (approx. 5.4 pages), 5 sources, $ 47.95
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From the Paper
"Introduction
Organizations with decentralized operations typically divide those operations into cost and profit centers. This delineation, which is a management and strategic decision, has long-term ramifications for the success of the organization, and helps define (and is defined by) the culture which exists in the company at the time the decision is made. Companies which have operated with cost centers in the past may determine that changing some or all of those cost centers to profit centers may be more beneficial to the organization in the long-run. This research examines the considerations which must be taken into account when making this determination, and evaluates the effect that such a change might have on the organization as a whole.
Cost Centers
A cost center is a.."
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Case Study: Global Communications, 2008.
This paper is a problem solving case study about Global Communications, which is adopting an outsourcing strategy to send the majority of its call center functions overseas.
3,265 words (approx. 13.1 pages), 13 sources, APA, $ 93.95
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Abstract
This paper explains that Global Communications' (GC) outsourcing strategy for its call center functions is a strong competitive decision; however, the methodology employed in arriving at the decision and in announcing it to employees, while disregarding the employee union, has left it in an ethical and communicative predicament. The author suggests that GC should have first aligned its corporate culture and human relations functions with the realities of the global marketplace. The paper suggests that GC should have formulated a new mission statement then adjusted its hiring and retention practices to match this new statement. The author states that only then should the company move forward with such a radical strategy. The paper includes original tables that summarize the problem solving process.
Table of Contents:
Abstract
Problem Solving: Global Communications
Issue and Opportunity
Stakeholder Perspectives/Ethical Dilemmas
Problem Statement
End Vision
Alternative Solutions
Analysis of Alternative Solutions
Risk Assessment and Mitigation
Optimal Solution
Implementation Plan
Evaluation of Results
Conclusion
Table One: Issues, Opportunities and Concept
Table Two: Stakeholder Perspectives and Ethical Dilemmas
Table 3: Alternative Evaluation Matrix
Table 4: Risk Assessment & Mitigation
Table 5: Optimal Solution Implementation Plan
Table 6: Evaluation of Results
From the Paper
"There are three primary stakeholders involved in this situation and each is equally important. GC is a publicly held company and the shareholders expect it to be operated in a globally competitive manner and in a business environment where all major telecommunications competitors have, if not already outsourced call center operations, appear to be considering it, shareholders demand that GC take the lead in this strategy. Executive management is charged with the efficient and fiscally sound operation of the company and as such, they too must consider all competitive options."
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U.S. Theatrical Centers, 2000.
An examination of eight theatrical centers in the U.S.: Lincoln Center, John F. Kennedy Center, Music Center of L.A. and five more.
3,375 words (approx. 13.5 pages), 18 sources, $ 119.95
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From the Paper
"This research will examine the eight top American theatrical centers in the U.S. The research will set forth the background for the establishment of performing-arts centers in certain major urban areas of the country and then discuss the focus of each such facility, with a view toward identifying the attributes of each center's operation and the scope of activity in which each center engages.
To adequately appreciate the standing that a performing arts center has in any major urban area, it may be useful to look at the social function that the concept of performing arts has served in the U.S. in general. From the acting company formed by William Hallam in 1752 in Williamsburg, Virginia (Hewitt 12-12), to the present day, theatrical performance appears to have held popular appeal with the public at large. On the other hand, there..."
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Assessment Centers, 2006.
An overview of the use of assessment centers to standardize the evaluation of potential employees.
3,900 words (approx. 15.6 pages), 13 sources, MLA, $ 106.95
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Abstract
This paper studies the development and use of assessment centers to eliminate unfair and unequal employee selection procedures. The paper defines the purpose of assessment centers as providing a standardized evaluation of behavior based on multiple exercises and observations. The paper then provides a historical reviews of assessment centers, which reached large scale implementation for the first time in the military during World War II. Next, paper discusses the essential elements of an assessment center, explaining that it is multi-faceted and goes well beyond panel interviews or single techniques and assessors. The paper also examines how assessment centers aid employers in making decisions about candidates and how the use of these centers protects potential candidate from biased criteria. The paper concludes by discussing how assessment centers increase the validity and acceptance of the results of such a process.
Outline
Introduction
Background
Essential Elements
Candidate Selection and Rights
Validity
Conclusion
From the Paper
"The first private sector use of assessment centers was seen in the Michigan Bell Telephone Company. They became the first company to establish an assessment center program for operational use, specifically to assess the qualifications of long-term, non-management employees for the purpose of moving into managerial positions. Companies to follow suit were Standard Oil of Ohio, IBM, Sears Roebuck, General Electric, and J. C. Penney (MacKinnon, 1975, p. 2-3). The first use of assessment centers in uniformed public service, such as police and fire services, can be found in England. The British are considered to have pioneered this process and have led the field for many years (Olson, 1981, p. 2). Perhaps the most historically influential use of the assessment center process can be found in the American Telephone and Telegraph Company's Management Progress Study which took place from 1956 through 1960. This was strictly a study and the results were not used for actual promotional decisions within the company. The steps taken in the study almost mirror the steps taken in creating and implementing an assessment center in any organization. Characteristics of successful managers were identified, including dimensions such as managerial functions, interpersonal relations, general abilities, attitude, and values. Candidates were then rated on each of the variables through the use of exercises designed to cover each of the characteristics. An in-basket exercise was used which required the assessee to prioritize and carry out multiple administrative tasks which might be found on a manager's desk. A business game and a group discussion allowed assessors to observe the behaviors associated with group problem solving and communication skills. An interview was used to cover the areas of attitude and values, and several pen and paper tests were administered as well."
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Self-Referral Medical Centers, 2005.
This paper discusses the ethicacy of self-referral medical centers, physician-owned medical centers (mostly surgical), to which the owner-physician refer their own patients.
1,845 words (approx. 7.4 pages), 5 sources, MLA, $ 59.95
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Abstract
This paper examines the political debate surrounding the challenge to the integrated healthcare system Intermountain Healthcare (IHC) health plan in Utah, whose vision is to provide the best clinical practice possible at the lowest appropriate cost, referring their patients to be treated at an IHC affiliated facility. The author points out the question regarding self-referral medical centers is that, if they can in turn refer their patients to their own surgical center, will they be more likely to want to do procedures that they would not normally find themselves doing if they had to do them across the street at the hospital? The paper stresses that, regardless of the main objective, healthcare providers should be trying to provide the best clinical practices at the lowest appropriate cost to the patient or their health insurance company.
From the Paper
"A bad example can be found right here in the Las Vegas valley pertaining to the University Medical Center quick care centers. These are urgent care centers that provide minor to moderate medical care and will transfer patients that are in need of emergent healthcare. If you are seen as a patient at one of these urgent care centers for chest pain and need to go to a hospital for further treatment, you will be transported to the UMC hospital down town. The question arises now in the valley as to whether or not your health insurance carrier will pay for your treatment at UMC. If they will not then you will be transferred from UMC to an appropriate hospital for further treatment. Is this a model of the best clinical practice, or a way for UMC to pad their wallets?"
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Community Centers and Social Capital, 2007.
A look at the whether the expense of running community centers can be justified by their benefits to the community.
2,788 words (approx. 11.2 pages), 12 sources, MLA, $ 83.95
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Abstract
This paper discusses how the value of community centers goes beyond building social capital within the community that it serves. It looks at how community centers are paramount to building strong communities all the way up the chain to the national level and how, through bonding, bridging, and linking, community centers help to make this world a web of support.
Outline:
Defining Social Capital
Forms of Social Capital: Bridging, Bonding, Linking
Who do Community Centres Benefit?
Do they Build Social Capital?
What is the Impact of Community Centres on the Larger Perspective?
From the Paper
"The primary difficulty with discussing social capital in any situation is that the definition of social capital has changed over the years. Social capital, in its broadest definition, refers to intangible concepts and ambiguous terms. The term "capital" is typically associated with economics. Taken in this context, one expects to be able to quantify capital in real terms. However, when one considers "social" capital, the term takes on a new meaning. It implies a connection with intangible concepts such as welfare, good will, and humanitarian activities. The term "capital" takes on an entirely different meaning in this context. "
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