Weight Management Regular Exercise Health And Social Care Essay

The chief purpose of intervention for Type II diabetes is to cut down the high blood glucose degrees. Proper exercising and diet are the major intervention options for type II diabetes. Some of the basic diabetes direction accomplishments that have to be learnt include proving and entering the blood glucose, what has to be taken in nutrient, clip to take nutrient, how to utilize the drugs or medicines, method to place the presence of low blood sugar or high blood sugar and handling them, ways to manage ill period, and manner to purchase the diabetes supplies and hive awaying them. Pull offing the blood sugar means self-testing the blood sugar at the place itself. Checking the blood sugar degrees one time or twice per twenty-four hours and observing them down will assist the patient to pull off diabetes good. The wellness attention supplier will be able to put up a place testing agenda and the ends for blood sugar proving can be set by the individual with the aid of the physician.Weight direction and regular exercisingIf the blood sugar degrees are regulated decently, look intoing their degrees for a few times in a hebdomad is sufficient. It is of import to look into the sugar degrees in the blood when you wake up, before the repasts and before traveling to bed. The individual has to prove blood sugar degrees when he/she is under emphasis or when the individual is ill. The trial consequences might be utilized for altering the activity, repasts and medicines and keep the sugar degrees in the blood in the right scope. Testing the blood will assist placing low and high blood sugar degrees prior to any serious complication or job. It is of import for the type II diabetic to work with the physician to repair the sum of proteins, fats and saccharides that should be added to the diet. To command extra weigh, t the patients are suggested to undergo stomachic beltway surgery or laparoscopic stomachic stria. Regular exercising that helps in heightening the bosom round will be able to cut down the blood sugar degrees in the absence of the medicines.Medicines used for handling the DiabetessIf exercising and diet are non able to assist the type II diabetic to convey the blood sugar degrees to normal so the physician might assist in proposing medicines. Some of the medicines that can take down the blood sugar degrees are discussed here under.MetforminMetformin is one of the biguanide drugs and is helpful in cut downing the blood glucose degrees by diminishing the measure of glucose released by the liver into the blood. This drug is besides known to be heightening the organic structure cell sensitiveness to insulin. The research has revealed that this drug will assist in cut downing the hazard of bosom onslaughts and shot. If the control of diabetes was non possible through lifestyle alterations so the first tablet that is suggested is metformin. Metformin might do mild diarrhoeas and cause illness.Sulphonylurea drugsSome of the Sulphonylurea drugs are used for the intervention of type II diabetes. They include glimepiride, gliclazide and Glucotrol. These drugs map by heightening the insulin degrees secreted by the pancreas. The type II diabetes patients will non bring forth sufficient insulin that is utile for maintaining the normal blood glucose degrees. These drugs are normally used when the individual is non fleshy and have some jobs with Glucophage. Sulphonylurea drugs might do hypoglycemia as they are responsible for exciting the insulin release.Nateglinide and RepaglinideThese medicines are similar to the Sulphonylurea drugs in their map. A individual dosage of these drugs will raise the ins ulin degrees while the dose consequence will non stay for long period. The individual dosage is normally taken merely prior to the repasts. The side effects of these drugs include hypoglycemia and addition in weight.Dipeptidyl protease 4 inhibitorsDPP4 or dipeptidyl protease 4 is the enzyme that digests the endocrines into incretins. There are 2 types of this enzyme called sitagliptine and vildagliptin. When the intestine encounters the nutrient, it produces certain substances called incretins. These medicines decrease the blood glucose degrees by increasing the incretin effects as these chemicals block the operation of the DPP4 enzyme. Flatulence and feeling ailment are some of the rare side effects of this enzyme.ThiazolidinedioneThese group of drugs besides increase the organic structure cell sensitiveness towards insulin. Thiazolidinediones are non prescribed entirely. They are given along with Sulphonylurea or Glucophage. The patients who had bosom failure can non take these dr ugs.AcarboseThis drug will work by decelerating down the saccharide soaking up into the GI piece of land. Hence, this drug will be able to diminish the glucose degrees in the blood that reaches peak degree after the repasts. This drug is preferred to be used along with other blood glucose cut downing medicines to give proper response, in instance the particular consequence has non resulted from other tablets. This drug might do certain side effects like diarrhoea, air current and bloating.InsulinThe glucose degrees in the blood are reduced with the aid of insulin. Some type II diabetic patients would necessitate insulin if the blood glucose degrees are non regulated efficaciously by the other tablets. Insulin can either be used unaided or in combination with other medicines depending on the necessity. The disposal of insulin, the clip of disposal, dose and the method of administrating will be taught to the patient by the concerned physician or nurse. The common side consequence that is seen in the instance of insulin consumption is gain in weight.ExenatideThis medicine is administered in the signifier of injection. This drug works similar to the natural endocrine glucagon like peptide-1. This drug triggers the release of insulin in the presence of glucose and stops the release of glucagon after the repasts. Exenatide is the drug that is used in the topographic point of insulin largely in corpulent people. Tags: Type 2 diabetes intervention, intervention methods for type 2 diabetes, diabetes type2 intervention, intervention for type2 diabetics.

Gambino cleaning products salesman Essay

Description of the proposed system Description of the problem A new system of calculating and reporting on cleaning products salesmen is to be designed and implemented. Cleaning products salesmen commission is based on a set of data which is the monthly sales of cleaning products sold by the salesmen. Objectives The new system must: Â  Be automated as far as possible, needing no thorough knowledge of spreadsheets, databases or any other software in order to operate it. Â  Have fitted controls to ensure precision and completeness of data input. Â  Take into account commission payments from monthly sales. Print commission reports for each of the salesmen, and a summary report showing total paid to each salesman and overall total. Include an option to delete commission records previous to a given date so that the file does not increase for an indefinite period. The proposed new system can be shown in a level 0 data flow diagram as follows: A level 1 Data Flow Diagram of the proposed system is as follows: User functions 1. The Commissioning Salesman in the Sales Department will be responsible for entering all details of new cleaning products salesman and new products. 2. An Accounts clerk will have special responsibility for the commission system. 3. The Accounts clerk will enter each month the sales of each product, giving quantity sold and gross sales value (i. e. quantity X cover price). 4. Every 6 months, the Accounts clerk will produce the Commission reports for each cleaning products salesman. This will show the commission that has been earned in the previous 6 months. A payment is then recorded and a cheque issued to each cleaning products salesman to whom commission is due, together with the Commission statement showing sales details, and the statement from the Accounts system the total amount due. Database specification Menu structure The many functions of the Commission System will be accessed by means of a front-end menu, which will have the following structure. The data model There are three main entities in this system related in the entity relationship diagram shown below. Because a many-to-many relationship cannot be applied in a relational database, an additional entity named Salesman/Product is introduced. The ERD can now be drawn as follows: The database for Gambino cleaning products salesman system specification will have the following tables: tblSalesman (SalesmanID, Surname, FirstName). Foreign key in tblSalesman/Product ProductName Text (40) Product title tblProduct SalesTeam Text (40) All salesman who sell a product tblProduct Price Currency Product price tblProduct StandardCommission Number Percentage commission on each product sold 1-10 tblSalesman/Products BonusCommission Number Bonus percentage commission on each products sold 11-20 tblSalesman/Products SalesNumber Number 1=Standard commission 2=Bonus Commission 1 or 2 tblSales QuantitySold Number Number of products sold tblSales GrossValue Currency Data Dictionary Input Specification Three input forms will be required. frmProducts. This will be used to enter product details. frmSalesman This will be used to enter details of a salesman and all products on which they receive commission. The commission percentages for each product will be entered in a subform of the main form. Validation methods: The Product ID will be selected from a drop-down list of existing Product ID’s. Once a Product ID is entered, the product name will be automatically displayed. frmTransaction This form will be used to enter transactions. Validation methods: Only valid dates will be accepted. The Product ID will be selected from a drop down list of existing Product ID’s. Once a Product ID is entered, the product name will be automatically displayed. Selecting a radio button so that only a valid alternative can be selected will choose the transaction type. Process Specification Commission Calculations To calculate the commission for a given transaction, a query has to be performed to combine attributes from tblTransaction, tblProduct, tblProduct/Salesman and tblSalesman. The calculation of the commission is performed as follows: If TransactionType = 1 (i. e ‘sales’) ThenRate = StandardCommissionRate ElseRate = BonusCommissionRate endif Amount = Rate * GrossValue. These processes will be carried out in qryCommission. This query will be the source of both the commission report and the summary report. Maintenance Each year, transactions prior to a given date will be removed from tblTransactions. This prevents the transaction file from becoming too large and slowing down the system. The maintenance will be carried out as follows: Run a Delete query to delete records from tblTransaction. Test Plan Tests will be carried out using valid and invalid data and data at the extremes of acceptable values. The following test data will be used. tblSalesman Salesman ID Surname Firstname STEVED Stevens David. Test urpose Expected result 1 Select enter data from main menu, then select Products. To check if the menu options work and that a Products form opens at a new record. Products form opens at a new record. 2 Enter data from test data set. Try entering an invalid date i. e. 3/9/2001 To check the menu options work and that the Salesman form opens at a new record. Salesman form opens at a new record. 3 Select Enter Data from Main menu and then select Salesman. To check if the menu options work and that the Salesman form opens at a new record. Salesman form opens at a new record. 4 Enter data from test data set. To check if valid data is accepted. All valid data accepted. 5 Try entering product ID of BB113. Test that no product can be entered unless it exists on product table. Record rejected. 6 Select Enter Data from Main menu and select Sales To check the menu options work and that the sales form opens at a new record. Sales form opens at a new record. 7 Attempt to enter a new sale with date 3/9/2001 To test if date is validated. Error message will appear on leaving field. 8 Select reports from Main menu then select Product details. Test to see if the Product details display all products entered. All products appear on the report. 9 Select report from the Main menu then select Commission report. Check to see if Commission report details are correct. User is asked to enter start and end dates for report. All commission is calculated correctly. 10 Select Reports from Main menu the select Summary report. Check that Summary report is correct. User is asked to enter start and end dates for report. All totals are calculated correctly. 11 Add 2 transactions for dates in 1999. then select Maintenance from Main menu and identify deletion of records prior to 31/12/1999 Check that Maintenance option deletes records prior to date user enters. The two records are deleted from table. 12 Add a transaction for 31/12/1999. then select Maintenance from Main menu and identify deletion of records prior to 31/12/1999. Check that maintenance option deletes records for date user enters. The record is deleted from table. 13 Select Exit from Main menu To check if the main menu option works correctly. Database closes. Development Plan The planned schedule for development is given below. Week beggining Task Comments 29/01/2004 Detailed design spec 29/01/2004 Tables created 01/02/2004 Input forms created 15/02/2004 Queries and reports created Reports on products and salesman 21/02/2004 Standard commission report created 27/02/2004 Procedures for clearing file developed Clearing records prior to given date 29/02/2004 Testing and modifications 03/03/2004 Testing and modifications 06/03/2004 Documentation 08/03/2004 Installation and entry of master file data. A period of parallel running will follow with reports produced from old and new systems. Conclusion The system will be implemented by Microsoft Access 2000. It will run on any existing PC. The database will be accessible from any of the Departments which are responsible for keeping the data up to date. These departments include Accounts and Sales departments. The system is expected to be tested and installed by the end of April 2004. Sunit Dhadra 12K AVCE ICT AVCE ICT Unit 1 Sunit Dhadra 12K AVCE ICT.

Research paper Example | Topics and Well Written Essays - 2000 words - 13

Research Paper Example One long term goal of therapy is minimization of death or mortality. Death often occurs when a heart-related complication arises. Strokes and heart disease ought to be kept at bay. Another long-term goal of this treatment plan is to decrease complications at the macro and micro vascular levels. Peripheral vascular disease, stroke and heart disease are macro vascular while retinopathy, nephropathy and neuropathy are micro vascular complications. Short term goals for treatment include control and monitoring of blood glucose by the patient. Ellen should strive to have at least 50% of her glucose levels within the target range. Tight glycemic control is necessary in order to minimize the onset of micro vascular complications. Glycohemoglobin ought to be monitored within the patient. Sometimes, the oxygen transporter in the blood may combine with glucose inside the blood to lead to the latter condition. This reaction is relatively common in all humans; however, extreme cases may be detrimental to a diabetic patient’s well-being. The aim of therapy is to keep these quantities below 7%. If the patient consumes food with high carbohydrates, then it is likely that her glycohemoglobin will be high. The component of blood that carries oxygen will continue to combine with glucose if blood sugar levels are persistently elevated. A test designed to measure this element can assist Ellen in determining how well she is controlling her diabetes. Therefore, the patient ought to carry out this test after three months. Frequency of testing can be reduced once the patient has mastered glucose levels for over a year (Melmed et. al., 2011). Another short term goal of therapy is to minimize incidences of hypoglycemia. Usually, hypoglycemia results when blood glucose levels are less than 60mg/dl for those without symptoms and less than 70mg/dl for those with symptoms of hypoglycemia (American Diabetes Association, 2013). Hypoglycemia arises when the

Does it make sense to say that a fetus has a right to life Explain the Essay

Does it make sense to say that a fetus has a right to life Explain the general beliefs about the nature of rights which underp - Essay Example This is an interesting debate since it brings out the most intriguing debates on abortion and its legality. This paper will bring out the philosophical arguments that surround the notion of life and juxtapose them to each other in an attempt to reach a conclusion. It will be an effort when one can claim that fetus acquires the right to life in the process for pregnancy and that there is no outright black or white answer to the question of whether fetus has a right to life. To begin with, the central issue in this question is the status of the fetus. There are in total three different philosophical grounds for this debate: the liberal, the conservatives, and the moderates. Let the paper begin with the liberalist’s argument on the topic. Mary Ann Warren, a famous liberalist on this notion, analyses the concept of personhood. Her claim is that if one assumes fetus to be a person, then it justly proves its right to life but then the whole question boils down to the definition of p ersonhood. Therefore, Warren suggests a five-point postulate, which is agreed upon by pro-life and pro-abortion alike (Baumgardner, 15). First, a person is conscious of objects and events, which exist externally and internally with respect to his being particularly, the ability to sense pain. Second, a person can exercise reasoning, which means that one has a capacity to solve complex problems. Third, a person can carry on activities on motivation derived by his own self. Fourth, a person has an ability to communicate and lastly, a person is the one who possesses self-concept and self-awareness. Using this as a criterion, warren argues that despite the fact that the fetus will eventually grow up to be a person fulfilling all these standards, it does not, in its present status possesses any moral status and thus a right to life. However, one cannot ignore that this definition of personhood and demolishing fetus from being considered a person legally provides just grounds for infantic ide. Thus, the argument of personhood becomes illogical and irrelevant until a divine ‘rationale’ is introduced. Hence, this definition of personhood denies the potentiality and eccentricity of the fetus. Now the paper turns to conservatives. These people argue that a fetus has a moral status since the day of conception. John Noonan, a pro-life activist defies the argument of stages of development of fetus. He contends that these stages do not exist in real and that the human development takes place with continuity. He notes that whether the fetus is a result of rape or not planned or is a sufferer of any defect, these exceptions should not be exempted from the rule. The only way this school of thought permits abortion is when the embryo poses danger to the life of mother. Between these polar and raging extremes lies the moderate school of thought. Jane English, a famous proponent of this view suspects the concept of personhood explained by Warren and takes into conside ration both the views and gives her decision in favor of what US Supreme Court decided a in the case of Roe vs. Wade in 1973 (Romaine, 105). Her basic

Self-Disclosure, Gender, and Communication Essay

Self-Disclosure, Gender, and Communication - Essay Example By divulging inner feelings, fears and preferences through daily quality sharing of information, Orbuch emphasized that long term romantic relationships are enforced. I definitely agree to the points contended giving support to the self-disclosure as instrumental in revealing new and exciting information that could prolong the interest and enthusiasm in a married couples’ relationship. I believe that in any interpersonal relationship, for that matter, the value of new information in diverse subjects provides the impetus for sustained interest in the relationship. The ability to pay attention to one’s partner is crucial and is enriched through quality communication that was suggested to be continually nurtured through time. I can definitely relate to the article on self-disclosure in relationships, especially on the portion which explains that self-disclosure actually manifests a â€Å"sharing (of) your private feelings, fears, doubts and perceptions with your partnerâ €  (Schoenberg, 2011, p. 7). By revealing intimate feelings, emotions, preferences with one’s partner, a portion of oneself is virtually exposed and it is as if one is committing oneself by confiding private matters that only the lifelong partner is expected to know. It creates a strong bond linking two married couples together. In this regard, I agree that self-disclose is important and directly related to satisfaction in relationship because, as abovementioned, the ability to confide to one’s partner requires trust and commitment and a deep understanding that whatever deep secrets are divulged would not be relayed to others.

Description of Keurig Green Mountain Coffee Assignment

Description of Keurig Green Mountain Coffee - Assignment Example In the year 1993, with expansion of the company due to increased demand for coffee, the company went Public and was listed under the stock market as GMCR as its symbol within the stock market. By 2006, the company purchased Keurig and incorporated a coffee manufacturing system that basically facilitated the production of single coffee brewing machines. On the 14th of September 2010, the Company, under the name Green Mountain Coffee purchased the Quebec Coffee services company then known as Van Houtte at a cost of approximately 915 million dollars. In August 2011, the company sold the Filterfresh United States’ Coffee part of the Van Houtte to the Aramark at a cost of 145 million dollars. During the same year in the month of March, the Company made an announcement regarding a deal it had signed with the Starbucks in that would sell its single-serve pods to Keurig Green Mountain Coffee Company. A similar deal was also signed between the Keurig Green Mountain Coffee Company and the Durkin Donuts. Currently the company’s shareholders have signed an agreement that would entail changing its name completely to Keurig Green Mountain. This is based on the desire to reflect the company’s current activities of selling Keurig Coffee Products. The company’s stock has continued rising over time from the year 2010; during the same year, the company the company made an announcement that it had been requested by the Securities Exchange Commission to submit its financial statements in order to determine how the company managed its revenue. The US financial regulators during the same year also made an inquiry into the company’s accounting practices and made a conclusion that it was undertaken in a sound and effective manner. By the end of the financial year 2013, the company had closed with a gross income of approximately 1.6 billion dollars for a period of five years. With the current high rate of populace increase with increase

Exam Assignment Example | Topics and Well Written Essays - 500 words - 6

Exam - Assignment Example American system has two levels of government with equal powers but separate roles (federal system) while in British system parliament is the sole legislative body (Unitary system) (Rogerdarlington 1). Social contract theory is the concept that defines the existence of relationship between the government and the people as hinged on the agreement between the two whereby citizens obeys government rules in exchange for social protection and liberty (Dooley  & Patten, 79). Both Jon Locke and Rousseau views the hardships of the state of nature as the main cause of people’s submission to the authority and that no one has power to rule another person unless by social agreement. According to Locke, the state of nature provides humans with absolute liberty from any government laws and punishments but cannot do anything they wish since they are subject the commandments of God hence should not cause any harm to others. However, Rousseau perceives that the human liberty was corrupted over time and the only way to regain it is by reuniting politically and upholding democratic principles. Though both the US and France have presidential system of government they have some similarities and differences (Joseph, Kesselman  & Krieger 112). Both governments have executive, legislative and judicial branches. The US president is directly elected while the election France is by direct suffrage. The US is headed by president at the apex of power while in France the executive powers are shared between the president and Prime Minister (Joseph et al 112). Also, France president has special powers such as emergency powers, appointing civil and military officers without approval of legislature and powers to dissolve the national assembly while the US president has none of these powers. The concept of â€Å"Third Rome† was promulgated by monk Philotheus postulating Moscow as the third Rome because of its supremacy, God’s choice of the city to fulfill His mission and unity of the people.

Is Experience More Preferable over Academic Results Personal Statement

Is Experience More Preferable over Academic Results - Personal Statement Example My major is economics hence working in this environment was both beneficial and eye-opening for me. As a personal assistant I was able to see the CEO go through her day and the different decisions she was required to make for the benefits of the business. Â  Here I learned my first lesson which was that one must adjust in the practical world and must be ready to make on the spot decisions. The CEO was always under a lot of pressure and had to attend to many different things at the same time. However, I was admirable of her capability to keep calm and delegate each requirement in ways which enabled all the requirements to be met.The economic world is also the same in the sense that economies are always changing. In order for one to stay ahead in this field, he or she should be ready to adjust to different markets and different conditions. One can easily be overwhelmed by the constant changes or requirements, however, the internship taught me that it is easier to make decisions with a cooler head and panicking only slows down the thinking and adaptive process. I was also able to see the different business decisions that the company made and the CEO gave me some advice in about business and how one is always required to take risks, however, they must be calculated and not place the integrity of the person or the company in jeopardy.I also learned many things from being part of a working environment. There are many different characters and people in a company and there will naturally be conflicts of interest at some point. This is especially present in fields involving economics as the profession is very competitive. Hence, by being in this environment I was able to learn about teamwork and how working well with others can help one fulfill his or her duties.

Personal Data Assistance PDA use in Health Care Essay

Personal Data Assistance PDA use in Health Care - Essay Example This not only helps in starting the right treatment at the right time, but also saves lot of time and energy on the part of the physicians. The entry of the Personal Data Assistance in the medical world has made the job of the medical staff and the patients easy, comfortable and time saving. The Personal Data Assistance (PDA) is a tool which helps the physicians and the nurses to access the patient’s information at the time of his treatment. The PDA helps the physicians and nurses to access all the information about the patient’s history of disease, the drug information, the prescription for his treatment and medical references. This makes their job easy as on the basis of information accessed through PDA, they can take quick decisions and start the treatment without any delay (Dee, Teolis & Todd, 2005). The PDA has many advantages for the medical practitioners. It not only provides the complete information about the patient’s treatment, but also helps to keep tab of the patient’s condition just by regularly communicating with patients through the device. 1) The PDA has made the communication between the patient and the consulting physician easy and comfortable. Previously, to attend the patient’s need and treatment, the physician had to be available physically. This demanded a lot of physical strength and mobility on the part of the physician. Most of the times, the patient’s are not admitted on the same floor. Sometimes, one physician has to consult the patient’s not only on the different floors, but also in different buildings. This made the physician’s job hectic and time

Financial Research Report Paper Example | Topics and Well Written Essays - 2000 words

Financial Report - Research Paper Example Blue chip stocks are stocks issued by a well-known company with an established record of making money and paying dividends (Teweles & Bradley & Teweles, 1992). Choosing a blue chip stock will ensure that the investment selected has a lower overall risk in comparison with other offerings in the stock market. Based on these criteria the company selected for investment is the retail giant Walmart. Walmart is the largest retail store in the world. The company has 11,000 stores under 71 banners in 27 countries and e-commerce websites in 11 countries (Walmart, 2015). Walt-mart is also the largest employer in the world with 2.2 million employees. The organization was founded by Sam Walton in 1962. The Walt-Mart store was established in Rogers, Arkansas. Sam Waltons legacy includes valuing the importance of human capital. Doug McMillon is the chief executive officer (CEO) and President of the company. The firm believes in the value of promoting from within. Approximately 75% of the stores managers started as hourly associates. Walt-mart compensates its employees with with an average hourly rate of its full time employees of $12.94 (Walmart, 2015). The organization is also a big supporter of the military. Walmart established a goal of hiring 100,000 veterans. The company believes in the value and importance of having a good corporate social responsibility program. Walmart established a fund of $2 billion to fight hunger in the United States. In 2013 the Walmart Foundation gave out $1.3 billion in cash and in-kind contributions to people around the world. The three most important factors of the firms environmental sustainability initiatives are energy, waste, and products. Renewable energy is used by the company. The goal of the firm is to create zero waste. Walmart sells products that sustain people and the environment. In the U.S. the firm operates three types of stores: superstores, discount stores, and neighborhood

Economic Growth and Workers Essay Example for Free

Economic Growth and Workers Essay What basically the article of Mehring would want to states into the public would be the adverse effect of the economic growth on the labour market [workers]. It was states on his paper entitled â€Å"Vital Signs: A Not-So-Great ‘08† that market analysts predicts, as 2008 comes, the economy to be more dependent on the consumption level of the consumers. In this light, Mehring stressed that this would be impossible considering the current condition of one of the primary sector in the economy- housing. For the past years, housing sectors has been performing so badly after the end of 2005 as the demand of consumers for housing units declined dramatically giving the housing firm a hard hit on their financial capabilities. In this regard, members of the housing sectors were forced to lay-off some of their workers. Furthermore, the financial sector of the economy has not been performing well making the recovery of the housing sector to slow down. At the end of the day, it is the consumers, workers at the same time, which receives the entire burden since there is a big possibility for them to be fired from their jobs and/or to receive lower wages as the economy continuous to perform badly. From November last year up to the present, the number of jobless people continuously keeps on rising. Even though there are a lot of jobs that has been created at the start of this year, around 70,000 jobs, those are still not enough to compensate the job losses that occur in the labor market. Due to the fact that there workers receives lower incomes, logically, they can only consume less thus making the profit of the businesses to decline. It was identified that retail stores experienced significant drop on their sales even during the holiday season. Due to this, their profitability and outlook in the economy started to become dependent on the performance of the consumption level of the consumer group. Since the profit of the producers are negatively affected by the lower consumption of the consumers, as well as due to the fact that there is a large pool of unemployed people available in the labor market, there is a leeway for businesses to offer lower wages to their employees, and the cycle of burden goes on. Although, export market keeps on lowering down the bad performance of the economy through convincing the investors that there is still hope for our economy for avert the negative effects of recession to the entire economy. Because of the alarming effects of the bad economic performance of the country, the government has been identifying ways on how to increase the growth of the labor sector to improve the consumption levels of the consumers and thus improving the profitability of the business firms operating in the market especially those coming from the construction and housing sector. There are already around 350,000 job losses that occurred by the end of December 22 and the current level that we have is higher than with the average level of 2007. Meanwhile, most of the job growth falls under the service sector and they are accounted for around 150,000 of the 192,000 jobs that are added in October last year (Mehring 4). Inside the service sector, it is the professional services, health care, leisure and entertainment that contributes for the improvement of the service sector. In order for the government to fully address the problem regarding unemployment, they must focus their policies and programs for the betterment of the financial sector, private as well as the providing measures on how to increase the growth rate of the labor market. In short, finds ways on moving the economy away from the midst of recession and secure the concerned sectors of the economy for a sustainable economic growth. Critique and Insight Based from the article of Mehring, there is a clear relationship of economic growth and the labor sector which is comprises by the working class. Actually, Mehring presented in his paper how the cycle of recession and unemployment exists in our economy nowadays. Actually, it is a good thing that he mentioned it in his paper since it provides us of the reasons why the government is actually bound of which party they would protect the most, is it the private or the consumer group which could also be classified as workers. The not-so-good- performance of our economy for the past two years has been imposing serious threats to major industries and one of this is the housing industry. Here is the logic, by the time the demand housing units declined by the end of 2005, members of the housing industry starts to experience lower profitability. Due to this scenario, this housing industry starts to become incapable of sustaining the current level wage rate and what they will do is to either lay-off some workers and/or lowers down the wage rate that they pay for their workers in order to secure their profitability which eventually further decaying the income and purchasing power of the consumers [workers] and the cycle continuous. There have been studies saying that in order for the economy to progress impressively, the government must find ways to maintain a lower unemployment rate. But what is happening in our case would be a different one considering the response of the consumer group and the market condition of major business sectors. Here, the government must not only focus on the unemployment rate but also considering the welfare of the business firms in making actions to address the problem. There are times wherein the government is too much engross in solving the unemployment rate but sacrificing the welfare of the businesses and at the end of the day the problem still remain and become worse. I think, it would be better for our government to find solutions to increase the rate of job growth that will not affect negatively the businesses in the economy like lowering down the restrictions of FDI into the country in order for the foreign investors to be encourage establishing their businesses here, thus, making creating more jobs. Moreover, the government could lower down the taxes of the taxes of the domestic companies in exchange of not laying-off of workers. Another possible solution that the government could implement would be to lessen the trade barriers of the government to give way for the multinational companies to set up their branches here in the country and thus creating more jobs to the economy. The reason why I have been to much in particular of solving the problem regarding unemployment because when a person has a job he could earn an income and used it to his needs or simply as consumption. By the time consumption improves, then, businesses starts to perform better and so with the entire economy. In this scenario, we could see that economic growth and workers are really related to one another. Moreover, it is good that Mehring identified in his paper the connection of the financial sector in revitalizing not only the growth of the business firms but also its importance on upgrading the financial capabilities of the consumers. Growth of businesses firms [economic growth] as well as upgrading of financial capabilities of consumers [workers] is made possible by the financial sector if they would lower down their interest rate from borrowing in order for the businesses and consumers to borrow money from them and used this money to increase their purchasing power and their budget for operation. Since in this scenario consumer will be having more money [through borrowing], then, their consumption level will improved and so with the profitability of the business firms especially the housing and construction sectors which are currently in bad shape in terms of demand and profitability. In this regard, it would be necessary to say that economic growth and workers are interrelated to one another, and the performance of one could affect the other through various economic factors such as consumption pattern and supply level.

College sports gambling Essay Example for Free

College sports gambling Essay With all of the controversy of gambling in college sports, why is the issue still an issue? The answer is money. There were actions taken towards this by Congress, but the problem is that it was never completely abolished. Congress had made the mistake of creating a way around it. It is now commonly referred to as the Las Vegas loophole. They outlawed the betting nationwide with the exception of one state, one state that is the capital of gambling, Nevada. This has caused few changes, with the exception of the ever-growing revenue that it generates. Another reason the legality still remains is one not frequently mentioned, but the question of the ban being constitutional. But no matter what the law, is there realistically ever going to be silence or content? To trace the tracks to the start of mending this problem, we need to go back to 1992. This is the year that the Professional and Amateur Sports Protection Act took precedence. This law restricts gambling on amateur sports in 46 states and essentially leaves Nevada as the only state that can take bets on those games. Sen. John McCain (R-Ariz) and Rep. Lindsay Graham (R-S. C. ) are striving to get two separate bills passed, both of which are targeted at prohibiting gambling on amateur sports. The bills were introduced a year ago, and at the time, were heavily favored. The bills would legally put a stop to betting on NCAA games, the oh-so-notorious March Madness (the NCAA Tournament), and wagering on all college sports for that matter. Las Vegas casino lobbyist have turned offensive. Who wouldnt, if there were possibilities of losing a $700 million cash cow, with approximately $70 million on March Madness? The money that is generated from sports betting both legal and not, is much too vast to be eradicated. Nevada is the tree trunk for which sports gambling is derived. The casinos are complete with giant electronic boards that offer information on daily events ranging from odds to player injuries. This is the basis of most sports wagering. Nevada generates $2. 3 billion a year on legal sports betting , where as, betting on college sports revenue in Nevada accounts for $650 million of the amount. This is far from the issue though. If betting on college sports in Nevada is made illegal, I find the impact to be very small considering that illegal sports gambling has been estimated at $80 billion to $380 billion a year. At the least, 40 times the legal revenue generated seems very minute. In addition, studies have shown that for every dollar bet on sports in Vegas, $100 is bet with bookies and on the Internet. Rep. Jim Gibbons (R-Nev. ), says that there is nothing backing up that legal gambling in Nevada is in any way responsible for the illegal sports wagering that plagues our nations college campuses. Rep. Shelley Berkley (D-Nev.), said that no problems would be solved by eliminating legal bets any more than suggesting that outlawing aspirin would stop the sale of illegal drugs. A poll done by Gallop from March 18-20 (between the first two weekends of this years NCAA tournament) found that Americans were divided on issue. The poll stated that 49% believe that college sports gambling should be illegal and 47% believe that it should not. Strikingly, college basketball fans are stuck on 48% on both stand-points. The possibility of abolishing gambling on college sports is not very likely nor does it hold much hope of bettering the problem. If the betting was banned, theres no possibility of it just disappearing. The figures and dollar amounts of illegal gambling are much too high now, and it is still legal. What happens when Congress puts this law into effect and everyone ignores it? It surely does not say much about our society and its morals. Howard Shaffer, director of the Division on Addictions at Harvard Medical School, said If we pass legislation that we cannot enforce, it will undermine authority in general and young people dont need any more laws that nobody respects. Shaffer added, If its unenforceable, they will come to see other legislation as unenforceable and then well have problems where we dont necessarily have them today. People of all kinds are in agreeance that the impact of this law would hardly be worth the effort. John Shelk, vice president of the American Gaming Association, also stated Its not like Congress is going to pass a law that bans legal gambling, and students across the country will say, ? Oh my God, I cant gamble anymore because its illegal. Sen. McCain, co-author of last years Senate bill, had countered his opinion to ESPN.com by saying, I dont think we have to choose between enforcing existing laws on illegal gambling and closing the loophole on legal gambling. McCain added, we can do both. McCain and others claim that eliminating legalized gambling in Nevada would be an essential first step on stopping the college sports gambling. Critics disagree. They believe that the attempt to chip away at illegal sports gambling isnt a logical first step, at all. The fact of the college sports gambling, is that there is too much publicity, popularity, and money surrounding this particular gambling sport. In the beginning there was a problem with popularity. From 1951-1974, there was a 10% excise tax levied by the Federal Government on the amount of sports wagers. The tax made the business unprofitable since the profit margin was generally 5% or less before the tax. In 1974, Congress was persuaded by the Nevada congressional delegation. From this persuasion, Congress ended up cutting the tax from 10% to 2%. From there, the boom took off. It took a little time but the pay off was great. Wagers on professional and college sports were totaling $1. 3 billion by 1988. After the new wave had taken off, professional sports teams and the NCAA became concerned. One outspoken supporter was Bill Bradley, a former basketball star and Democratic Senator from New Jersey. Bradley expressed, state-sponsored sports betting could change forever the relationship between the players and the game, and the game and the fans. Sports would become the gamblers game and not the fans game, and athletes would become roulette chips, he pleaded in 1992. Bradley and others apparently made quite an impact because Congress enacted the Professional and Amateur Sports Protection Act, which was noted earlier as the Nevada loop hole. Again, the conflict elevated from there on out. Realistically though, as much as the NCAA wants this legalization stopped, there is an issue thats never discussed, but could legally keep the association from doing anything. It is another loophole that Nevada has found, and is a little more concrete. It is the 10th amendment, which delegates powers to the states not to the federal government. This means that if the bill becomes a law, the state of Nevada will definitely have grounds to contest it. The popularity of college sports gambling has continued to grow over the years. When the NCAA tournament begins to roll around each year, Nevada gets hard at work. March Madness, is virtually a madness. Its a craze that is so very wide-spread, it would literally be impossible to get rid of it. Brackets and spreads are created, and almost anybody with vision can say that they have seen the NCAA tournament bracket. It is so popular now that some media devote entire sections of newspapers to the event. Its inevitable that readers are able to find the bracket listed, and usually bold and in full color. You can even find the bracket displayed at bars, restaurants, and even work places. More popular is the office pool that seems to have grown so much that women and even non-sports fans find them selves anteing in at a shot on the pool. If this legislation is to pass, how are things like the office pools going to be regulated? Can any one realistically imagine the day that cops and or Federal agents busting bars and business environments for illegal gambling all over the country? The idea of the regulation is ridiculous. In addition to the casual gambling in offices and such, what about the vast expansion of gambling and sources of it on the Internet? The Internet is full of sites devoted to college sports and gambling of it. As far as the NCAA goes, it has what most would consider a hypocritical view on the situation. The NCAA claims to be firmly against the legal betting, but when it comes to the Tournament and other advertised events, one might think differently about the beliefs. In congressional testimony the NCAA says it opposes all forms of illegal sports wagering. Well, if anyone has heard of a little network called CBS, they might be able to recall a small tournament, in correlation with the network, called the NCAA Tournament. These two were in conjunction for this years tournament, but somehow the NCAA had no problem with CBS repeatedly pointing viewers to CBS. Sportsline. com, all throughout the broadcast. Additionally, CBS. Sportsline. com owns Las Vegas Sports Consultants. Some authorities estimate that over 80% of Las Vegas sports books subscribe to the line, set by this firm. During the tournament, this web site offered a free Bracket Pool Manager, in addition to odds, points, spreads, over/unders, and so on. You cant gamble through the site, but what other purpose does a Bracket Pool Manager and other such emminities serve besides gambling. When you link all of these things together, it just doesnt make any sense. There has to be an approval by the NCAA for all of this to have taken place, therefore, it is indeed to some extent, condoning this action that it claims to be so against. So what do you think that the NCAA can do or say? Would it be feasible for them to say no, you cant say that or broadcast our tournament anymore? NO! CBS accounts for 90% yes, 90% of the NCAA operating revenue. I seriously doubt that the NCAA is so consumed with its beliefs, that it will just discard the whole money issue that goes along with it. The National Association of Basketball Coaches, Official Athletic Site believes that the NCAA has many problems that it needs to address and correct before jumping the gun to Congress. Marc Isenbergs article on the site stated that, The NCAA cannot even begin to educate athletes and other students-or even congress-until it does the following: 1. ) demand that CBS cut its ties with CBS. Sportsline.com and Las Vegas Sports Consultants, which are a major part of the infrastructure of gambling on college sports 2. ) prohibit corporate partners from using bracket promotions or contests connected to the outcome of games 3. ) refuse to credential media outlets who publish lines and accept ads from tout services 4. ) fund a gambling education program on college campuses that addresses the problem of gambling, not just shaving. Can the NCAA tear itself away from its ? Show me the money outlook to conduct such a campaign? The answer is No. The truth remains, that nobody especially not the NCAA wants to go back to the unpopular, no money-making ways of the past. There is an undeniable problem with betting in college sports, mainly when it comes to students. This is the NCAAs major concern, but namely, point shaving. In general, point shaving is done by players that intentionally miss shots to change the outcome of the game. The NCAA has a very justifiable reason for the abolishment in terms of this actual concern. Over the past view years, there have been many cases in which athletes got involved in the negative aspects of gambling. This would often times result in owing bookies so much that they would get sucked into the point shaving problem. One student made his mark when he got involved with his roommate, who was also a popular bookie that was being investigated by officials. The student was Teddy Dupay, a basketball player for the University of Florida Gators. Dupay had shared winnings with his friend Kresten Lagerman, 23, after giving him inside information about whether the Gators could cover point spreads. Florida had also endured a 2000-2001 season filled with injuries. There were also many instances of injured players returning much sooner than expected. Following this discovery, Dupay was dismissed from the team. Another student, a running back at the Northwestern University had become the schools rushing leader. He had become involved in gambling so in-depth that he fumbled the football at the goal line to ensure his $400 wager on the point spread of his own game. These are the instances that are worthy of the abolishing desire. Still, the fact remains that these examples and 99% of sports gambling is done illegally or under the table. The truth of the matter is that, this is another back-and-forth issue (like abortion) that will never have silence nor contentment. There are serious problems with players and the ethics of the game, but no matter what, a ban on sports gambling will never solve one-single problem. The fact remains that 99% of all sports gambling is done illegally. Since it is currently legal, is there any truth to solving the problem by abolishing it? College sports gambling is truly not the real issue. There are too many other factors at play. When it comes to the players getting involved, I believe that they are able to make their own decisions. If they have difficulty doing that, there must be somewhat of a different issue- Ethics. Apparently, the NCAA should concentrate more on its players than Nevada. With the problem of these players, it doesnt leave much meaning to the idea may the best man win. Bibliography Barlett, Donald L. and James B. Steele, Throwing the Game, Time, (September 25, 2000) Gillespie, Mark, Americans Split on Whether Gambling on College Sports Should Be Banned, The Gallup Organization, (April 1, 2002) Isenberg, Marc, Gambling on College Sports: The NCAAs Solution is Part of the Problem, National Association of Basketball Coaches, Official Athletic Cite, (April 25, 2002) Jansen, Bart, Big name coaches support ban on amateur sports gambling, The Detroit News, (April 25, 2002) Pells, Eddie, Complaint: Dupay received money for sharing info, Slam! Basketball, (September 14, 2001) Rovell, Darren, Congree could trump Vegas on college book, ESPN, (March 15, 2002) Sauve, Valerie, Issues Committee holds discussion on illegal sports wagering in NCAA, The Daily Beacon, (March 5, 2002).

Management Systems in a Call Centre

Management Systems in a Call Centre ABSTRACT: Call centers are most common mean by which the Organizations can reach out to their customers and this explains their rapid growth. Many projects have been focused on call centers in order to explain their management and performance from different perspective. In this project, I have attempted to identify the two main perspectives and to explore the effective use of performance management systems found in a call centre to improve the performance of a call agents. This project was conducted in a sit-up ltd based in west Acton London, while I was working as a contact centre 1st line manager and as a customer services Team leader,. The project involved semi-structured interviews with thirty call agents and three IT employees. The analysis of the data was based on the management techniques and performance of a call centre agents on daily basis . Information systems present were standard and up to date which could also be found in any call centre and the working condition is a common issu e found in most literature. Hence the highlight of this project is on the fact that there is still the need for human interaction with information systems. We have focused on that issue that The people aspect of the call centre is been ignored, hence organizations are producing burnt out employees which in long terms could have a diverse effect on the organization despite the implementation of up to date and functional information systems. ACKNOWLEDGEMENT Firstly, I want to express my profound gratitude to the one and only Almighty God Who in His infinite mercies blessed me with this opportunity of undergoing learning at work partnership programme , M.A Computer and Business studies. Thank you all for your guidance throughout the academic year. Words are not enough to express my feelings . I want to specially thank and dedicate this project to my parents.. I want to thank Dr. Howard cowte, who taught me to believe in myself and in my work because he never let me off with a poor argument. Thank you again. Finally, I want to thank all my friends for their words of encouragement, support and friendship. Specially when I was going through hard times with my health. The CALL CENTRES. INTRODUCTION: dynaTrace is the innovator and emerging leader in application performance management (APM). The company offers the only continuous APM system on the market one that can monitor all transactions at all times and one that is used by all key contributors to application performance architects, development, test and production. Industry leaders such as UBS, Salesforce.com, Renault, EnerNOC, Fidelity, and Thomson Reuters use dynaTraces patent pending technology to gain deep visibility into application performance, identify problems sooner and reduce the mean time to repair issues by 90%. Leading companies rely on dynaTrace to proactively prevent performance problems from happening and quickly resolve those that do occur saving time, money and resources. Call centers are part of out daily life today as ATMs, self-service supermarkets and internet shopping (ebay). All of which are new age service delivery systems that the customer at large has had to accept and live with (Mahesh and Kasturi, 2006). Call centres are being used by many organizations in a wider contexts, hence the variations in their operations range from strategic purpose to the nature of technology used and finally to management style and priorities (Taylor and Bain, 2001). According to Calvert (2001), he observed that based on the several researches done on call centres, about 95% of call centres are reported to supply information to customers and about 74% process complaints. Hence it can be concluded that the 3 main drivers for call centres indentified are Improve customer services to retain their clients base. Gain new customers and after sales service. Reduce cost as compare to face to face clients and also to improve efficiency. A call centre in general, is regarded as an interface between customers and an organizations system (Information Systems and performance systems), in order to complete a well specified transaction such as generate sales; provide solutions to existing clients or advice on quite complex and technical issues like broadband support for their internet clients . Over the years, the advancement of IT, product and process knowledge as well as customer information are set into the system which has helped to reduce cost of training. This has therefore ensured core-service modules to be standardized; customized and at the same time has enabled the front line staff or call agents to concentrate on the customer and their interaction (Frenkel et al, 1998). Therefore, the purpose of this project is to explore the work environment of the call agent with respect to performance management systems, customer services and information systems. Highlighting the challenges they are constantly faced with, wh en executing their duties. Project was done while observing the performance and management in many departments of sit-up ltd, RESEARCH FOCUS This project was focused to explore the effective use of performance management systems in a call centre of sit-up ltd. The main questions this project seeks to investigate are daily tasks and targets: What are the working conditions in todays call centres and the call agents are subjected to? How do performance management systems affect the call centre working environment from the call agents? perspective? How does the work environment affect the agent emotionally? THE AIMS AND OBJECTIVES. The main aims and objectives for this project include: Identify the state-of-the-art performance management system in the call centre used in the organisation under study. This would enable us to understand the level of advancement of information systems in the organisation. Investigate the use of performance management systems in a call centre. Explore and determine the extent to how performance management system affects the working conditions of the call agent both in terms of the peroformance and improvements . In highlighting the issues and challenges the call agents encounter, it would provide an insight of the job description of a call agent from the call agents? perspective. This project also intends to bring more awareness to management regarding the issues and challenges the call agents are constantly faced with. A good knowledge of this would enable them effectively identify and address any form of resistance that may arise from the call agents. This could be done by offering adequate training and support in the use of the performance management systems. As well as improving communication with the call agents which could affect the work environment, making it more conducive. This in turn enhances better performance from the call agents and also for the management to reduce cost in hiring new agents on the floor and continuous monitoring from management and HR point of view. RESEARCH APPROACH. This project was based on learning at work method where many employees were observed and different management techniques were applied in order to improve their daily performance. This approach was found appropriate because it is concerned with understanding performance management systems from the social context, the social processes by which it was developed and construed by people and finally how it influences and is influenced by its social settings. Many employees were interviewed while generating data and statistics as call centres always have high level of absences and sicknesses. This was an easy approach to obtain information from number of employees and departments. Answers to complex questions and sensitive information which the respondents might be reluctant to give. Project Summary. This project is structured into many chapters in order to spread the information in easy and understandable way as outlined below: Call Centre This chapter is an introduction of the project highlighting the research area with a presentation of the aims and objectives of the research. Literature Review This chapter is a critical review of existing literature on call centre. It also discusses different theories and perspectives relating to the call centre. It also discusses the use of performance management systems within the context of this project. Theory and Research Methodology This chapter discusses the theory chosen for the analysis of the case, research approach and the rationale behind the methods chosen for this research. It also highlighted the research design. Project findings This chapter presents the case study, the findings from the semi-structured interviews conducted in the organization using the chosen theory as the conceptual lens for the discussion. Conclusion This chapter is an evaluation of the research findings with a reflection on its implications for practice. It also suggests some recommendations for future research. SUMMARY. This chapter has provided an introduction of call centre, identifying the focus area. It also stated the aims and objectives of this project as well as the research approach. It also presented a brief outline of the structure of the project. LITERATURE REVIEW. INTRODUCTION This chapter presents a critical review of existing literature on call centres. It discusses different theories and perspectives found in literature. This chapter also discusses the different uses of management techniques in a call centre in terms of management and the call agents. CALL CENTRES Call centre operations have become a norm in all sectors of the economy such as retailing, telecommunication, the entertainment industry (Taylor et al, 2002). They are a rapidly growing channel for service and sales delivery particularly in the financial service and telecommunication industry. These centres enable retail customers to transact business by telephone either using programmed information technology such as automatic voice response systems or through employees manipulating software to assist in answering queries resolving problems or selling products (Frenkel et al, 1998). Hence, growing number of organizations use call centres as a means of communicating with their customers directly (De Ruyter and Wetzels, 2000); managing customer complaints and maintaining customer loyalty (Pontes and O?Brien, 2000). However, despite the rapid emergence of technological innovations that have been developed to change and enhance the business processes in organisations, the call centre is still basically defined by the integration of the telephone and computer technologies (Taylor and Bain, 1999). In more details, the definition of a call centre is a dedicated operation in which computer utilizing employees receive inbound or make outbound telephone calls. These calls made or received are controlled by an Automatic Call Distribution (ACD) or a predictive dialling system. In other words, a call centre is therefore characterized by the integration of the telephone and Voice Response Units (VDU) technologies using recorded messages; Inter-active Voice Recognition (IVR) which enables customers interact with the information systems via telephone keys and speech recognition systems which enables a two-way communication between the computer and the customer using synthetic speech messages (Schalk and Van Rijckevorsel, 2007). A key feature of the call centre labour process is the integration of the telephone and the VDU technologies. Central to inbound operations is the ACD system which receives the incoming calls and automatically channels them to the available agents according to programmed instructions hence removing the need for the switchboard operators. In the case where there is no available agent to receive the call, the calls are stacked and distributed in sequence as the agents become available. Although the system can only stack a certain number of calls after which it automatically drops the calls. The agents take the calls automatically through the headset and their main assignment is to resolve the basic problems of a customer. On the other hand, for the outbound operations, it is largely based on telesales or telemarketing. The predictive dialling system works its way through the databases of their customer phone numbers and as programmed automatically dials the number of the customer as selected by the agent. At this point all the information of the customer is retrieved and displayed on the screen so as enable the agent have well info rmed communication. Their main job function is selling and advertising a particular product or service (Fernie and Metcalf, 1997). The common and defining call centre labour process is the ability for the operators to scan and interpret information on the VDU screens, manipulate their keyboards, retrieve data and at the same time communicate with the customer. Therefore, it is the integration of the telephone and computer technologies which both structures the labour process. This process also generates extreme levels of surveillance, monitoring and speed up which are manifest in a call centre. Recent technological developments are sought to minimize the wasteful manual operations and maximize the real time agents spend with customers hence this both speeds up and intensifies the work as the time gaps between calls are progressively reduced (Schalk and Van Rijckevorsel, 2007). In the author?s opinion, despite all these advancements in technologies, there is still the aspect of the h uman interaction. Employees? performance data as an instance which is either electronically displayed or in hard prints still requires human interpretation. Managers and team leaders based on the results can then take appropriate actions such as discipline or coach an underperforming agent. Hence it can be said that a call centre is a combination of technology driven measurements and human supervisors to interpret these results. CALL CENTRES AND THEORIES. In literature, there are two main theories seen to be dominant in the discussion of call centres: Foucauldian electronic panopticon which has been based on the labour process theory (Fernie and Metcalf, 1997). This is based on the preoccupation of an individual?s subjectivity which has masked the importance of a collective, trade unions organization which is a more developed form of resistance. This attempts to provide insight into the complexity of work organization and the way it is experienced by the call agents. Emotional labour which is based on the emotional labour theory (Hochschild, 1983). This requires an individual to induce or suppress their feelings in order to sustain the outward countenance that produces the proper state of mind in others. This provides insight and better understanding of how call agents in most cases have to define their outer expression so as to smile down the phone. These two theories further are explained in the chapter three. PERSPECIVES OF CALL CENTRES Literature has generally presented two distinct perspectives of call centres. First of all, there is the perspective presented by publicists who have portrayed exciting images of a call centre. It portrays a high level of co-operative teamwork among the employees, the call agents? work under very relaxed conditions and very professional in their interactions with their customers. The agents are said to smile down the phone after conversing with each customer (Taylor and Bain, 1999). However, there is the other perspective presented by Fernie and Metcalf (1998) that portrays the call centre based on the Bentham?s panopticon. It emphasizes the constraining nature of work setting described as the electronic sweatshop or panoptical wired cage (Frenkel, 1998). Based on this view, employees are connected to information technology that automatically allocates work, facilitates its completion and monitors employee performance. In other words, work is conducted in relative isolation from other colleagues but under the constant gaze of management who are responsible for structuring and interpreting the electronic information. Work can therefore be regarded as deskilled and monotonous. They claim that the constant surveillance of the supervisors on the agents has enabled them have total control over the agents which eliminates any form of resistance from the call agents. Hence call centres have been referred to as dark satanic mills or new sweatshops. However, it is worth noting that their perspective was not based from a range of studies carried out on call centres but rather it was primarily based on payment systems of which they studied a call centre. CALL CENTRES AND INFORMATION SYSTEMS One main indication of call centres is in most cases defined in terms of the Information and Communication Technologies (ICTs) they make use of rather than by any specific outputs they create (Frenkel et al, 1998; Taylor and Bain, 1999). Systems such as the Automatic Call Distribution (ACD) that places inbound calls in a queue and allocates them to the agents, speech recognition systems as well as screen capture are example of systems found in a call centre. But information systems has also increased the control and surveillance of calls (which could either be inbound or outbound), the agent that?s handles the call and virtually every activity they perform on real time basis (Robinson and Clive, 2006). Hence it is argued that technology found in call centres constitutes a version of technical control. According to Callaghan and Thompson (2001), technology tends to control speed through ensuring that call agents are aware of queue numbers and average waiting times. In such instances, managerial control is seen to be evident through the use of such technologies and could at the same time produce employee resistance. However, ICT has the potential to create skilled and enabled workforce (Fernie et al, 1998, and Kinnie et al, 2000). In such a situation, the improved employee independence may be resulted through the creation of alternative socio-technical systems within the call centre. This could be exhibited with self-managed work teams who have the tendency to produce more customized outputs when the dynamics of empowerment displaces the reality of control (Batt and Moynihan, 2004). This can be regarded as another concept of the call centre which is referred to as the semi-professional empowered worker (Winslow and Bramer, 1994). In this setting work is increasingly customized to the needs of the customer. The agent uses IT to seamlessly identify and render service to the customer and appropriate software assists in on-the-job learning thereby improving the agent ?s knowledge and skills. Based on the labour process, systems implemented in the call centre are based on the expected result. According to Edward (1979) cited in Russell (2007), who first classified ICT as technological control, in agreement to this Callaghan and Thompson (2001), also argue the fact that management deliberately choose a technology that is designed in such a way as to limit the worker?s independence, hence are almost seen as part of the machine (technology) which continuously directs calls at them. This was represented in the expression of Taylor and Bain (1999) stating „the assembly line in the head?, where technology supports the formulation of specific targets of which workers are held accountable for (Taylor and Bain, 2001). Another aspect of technologies in a call centre is the organizational culture or behaviour. This is an attempt in understanding how new technologies affect the (re)organization of work. Barleys (1990), emphasized the need for researche rs to focus more on how new technologies are incorporated into the everyday working lives of the organizational members. His argument was that a particular system could have different effects in various departments or jobs. This draws attention to the organizational theory which is based on the behaviour of users when a new technology is implemented focusing on how they establish patterns to either conform or deviate from the intentions of the designers (Russell, 2007). This aspect is outside the scope of this dissertation. Technology can therefore be regarded as a solution that bridges the sales and marketing functions to improve targeting efforts. In other cases, it can be viewed as a tool that is specifically for a one-to one customer interaction which is regarded as the sole responsibility of the sales/service; call centres or marketing departments (Peppers, 2000). But on the overall, it should neither be regarded as just a mere technology nor application but rather a cross-func tional , customer-driven, technology-integration business process management strategy that aims at increasing and maximising relationships which also encompasses the entire organisation. This is often referred to as Customer Relation Management (CRM) (Goldenberg, 2000). Literature has shown that CRM is based on the interaction of: People: this refers to the people working with the system and are regarded as the building block for customer relationship, Business process: this defines the overall business goal of the organisation Technology: this is an enabler for achieving remarkable improvement in the performance of the organisation (Chen and Popovich, 2003). These interactions are represented in the diagram below Diagram 2.1 The CRM Model (Chen and Popovich, 2003). CALL CENTRE AND MANAGEMENT In general, academic literatures on call centre have focused on employment, relationship and the labour process. A significant number of these literatures have focused largely on managerial perspective in terms of operations and performance. Call centres are people intensive operations and the management of the frontline employees otherwise referred to as the call agents has been identified as one of the biggest challenges for call centre managers (Houlihan, 2002). Call centres potentially contribute to customer satisfaction and retention but most organizations still fail to exploit full strategic value out of their call centre operations (Mahesh and kasturi, 2006). Traditionally service management models recommend that Organisations focus on three areas which include: Defining a service strategy Ensuring the service delivery systems are user friendly Managing for customer- oriented people especially on the frontline (Gilson and khandelwal, 2005). These models further argue that it is important for the components strategy, operations and people are all compatible but most literature show an indication of incompatibility. CHALLENGES OF MANAGERS/SUPERVISORS IN A CALL CENTRE Managers are faced with a number of challenges of which the most common and prevalent ones include: The conflict of quality versus quantity: In call centres, this conflict is at the core of many other related problems (Frenkel et al, 1998; Callaghan and Thompson 2002 dean, 2002). Measurement of both quantity and quality in most cases is based on performance. Research has shown that although management values quality, they tend to focus more on measurement and statistics which is as a result of the large amount of information provided to them. Information provided to them such as the number of calls per agent; the percentage of calls answered within a specified time frame; the average speed calls are answered, hence the shift of attention to quantity (Robinson and Clive, 2006). This has attributed to the high reliance on information systems to govern the pace of work in the call centre, provide the means to access the work of the call agents as well as monitor them. Information system can therefore be said to have shaped the social and organizational structure of the call centre (C alloghan and Thompson, 2001). But the negative consequence of this especially on the call agents include exhaustion, stress which should be of great concern to management. Organizations stress the need for customer satisfaction and have an overall strategic intent to acquire and retain their customers through high quality interfaces or interaction. But it has been observed that the aspect of quality in some case is given low priority than the efficiency of processing customer interactions (number of calls) at call centres (Mahesh and kasturi, 2006). Mahesh (1995) commented on the tendency of most organizations to move from high labour intensity and customization position of professional services to standardization and low labour intensity service. The origin of such problems could be traced back to the genesis of call centres and the reason for their rapid growth which is to reduce cost and increase efficiencies. The conflict of Control versus Empowerment: this is another common conflict observed in the call centre. According to Houlihan (2002), the orthodox design of the call centre is rooted in a control paradigm. Early literature on call centres abound with keywords such as blue-collar work; taylorism; battery farming; mental assembly line; worker resistance control and emotional labour (Fernie and Metcalf, 1997; knights and McCabe, 1998). Recent literature on the other hand has indicated the need for empowerment in service, but organisations specifically in the call centre still ignore this despite the fact that studies have indicated positive outcomes from increased empowerment. Empirical data also shows that call agents perceive themselves as less empowered than other workers in traditional office environment (Holdsworth and Cartwright, 2003). Thus the control paradigm of call centres seems to extend to the area of job design as well. Researchers also argue that the frontline agents pla y a critical role in service delivery in which their skills, knowledge motivation and loyalty are important factors to be managed by the organization (Sergeant and Frenkel, 2000). But the mass production model used at many call centres for operational efficiency assumes that jobs can be designed to be turn-over proof with workers as replaceable parts (Batt and Moynihan, 2002). Hence Wallace et al, 2000 labelled this as sacrificial HR strategy. Other common problems management is faced with in the call centre according to Taylor and Bain (1999) include: High rates of absence due to sickness High labour turnover Problem with motivating and keeping the employees committed to their jobs Lack of promotion opportunities especially in flat organisational structures. Loss of staff following investments in training. CALL AGENTS AND JOB STRUCTURE The general basic idea of a call centre operator or call agent is any worker with a telephone and a computer. This has led organisations in an attempt to differentiate their operations and services, come up with names such as Customer Service Centre or Customer Satisfaction. Various literatures have shown that agents usually work in large, open-plan offices seated in cubicles that are divided shoulder-high partitions. They are wired or connected to an integrated telephone and a computer system when they put on their headphones. In the researcher?s opinion, the job function of a call agent is basically to: Provide customers with detailed product and procedures involved Process customer transactions Attend to customer queries in an approachable, accurate and timely manner. Deliver standard service at all times to customer when interacting with them which is usually in accordance to specified service standards (scripts). In a call centre, the use of scripts either in the form of typewritten prompt or on screen template is an attempt to structure the speech of workers into a series of predictable and regulated routine queries and responses (Taylor and Bain, 1999). This could be regarded as another distinct feature of the call centre in terms of Communication between an agent and a customer. The call agents are expected to read and enter data into the computer system that is networked within the organization while interacting with the customer. This enables any other employee to easily access and retrieves the customer?s profile as well as their record history. Other expectations of call agents in relation to their work include: The call agent is expected to acquire and use lower-order and higher-order contextual knowledge in accomplishing their task (Deery et al, 2002). The lower-order contextual knowledge is knowledge about the company information; specific products; procedures; software practices an d people which may be in other departments on whom the call agents depend on for updated information as well as solution for more complex problems of the customer. While the higher- order is basically a deeper understanding of the lower, although this is not acquired during training but rather it is as a result of experience. Agents with such knowledge are seen to be more confident when dealing with the customers. But it should be noted that most of the knowledge required by the agents is embedded as information either as hard copy reference manuals or available online. The call agent is expected to display some skills when executing their duties. These skills include the computer skills which have to do with inputting data; word processing and navigating through several systems. The other skill is the social skill which is used mainly when relating to customers and other staff. A lot of attention is paid to the latter skill than the former because the social skill involves the abil ity to remain calm under pressure especially when faced with a continuous stream of customer calls; positive and tactful attitude when executing their duties as well as not getting personally engaged which protects them from customer abuse (Kinnie et al, 2000). In general, the call agent has to be systematic; creative and know who to depend on for more complex customer queries. Call centre jobs are highly specialized and simplified, thus there is a high level of division of labour which has its advantages. But there are also disadvantages such as low task variety (monotony of work), low task complexity, low utilization of educational qualification which are most times overlooked. Call agents are known to have no influence or control over their work in terms of the pace of their work (duration of calls, how many calls they receive) and also the planning and organisation of their work. These disadvantages are some of the factors that lead to depression among call agents and monotony o f their work is one of the most frequent reasons call agents quit their jobs (Deery et al, 2002). SUMMARY This chapter has defined discussed what a call centre is and highlighted the different perspectives of call centres found in literature. It identified the theories on which the analysis of this dissertation is based on, although it is further explained in the next chapter. It also discussed the call centre from different points of views such as technology which mentioned the fact that it still requires human interaction for any organisation to achieve its maximum potential, management who determine the work pace of the call centre. Although highlighting the challenges they are faced with, it also identified areas where they need to place more attention (i.e. control vs. empowerment). Lastly it discussed the general idea of call agents? job descriptions. This has served as a background to further explore in this research the working conditions of the call centre and determine the effect of information systems on their jobs. THEORY AND RESEARCH METHODOLOGY INTRODUCTION This chapter discusses the research approach adopted for this research based on the chosen theory. It also highlights the research methodolo Management Systems in a Call Centre Management Systems in a Call Centre ABSTRACT: Call centers are most common mean by which the Organizations can reach out to their customers and this explains their rapid growth. Many projects have been focused on call centers in order to explain their management and performance from different perspective. In this project, I have attempted to identify the two main perspectives and to explore the effective use of performance management systems found in a call centre to improve the performance of a call agents. This project was conducted in a sit-up ltd based in west Acton London, while I was working as a contact centre 1st line manager and as a customer services Team leader,. The project involved semi-structured interviews with thirty call agents and three IT employees. The analysis of the data was based on the management techniques and performance of a call centre agents on daily basis . Information systems present were standard and up to date which could also be found in any call centre and the working condition is a common issu e found in most literature. Hence the highlight of this project is on the fact that there is still the need for human interaction with information systems. We have focused on that issue that The people aspect of the call centre is been ignored, hence organizations are producing burnt out employees which in long terms could have a diverse effect on the organization despite the implementation of up to date and functional information systems. ACKNOWLEDGEMENT Firstly, I want to express my profound gratitude to the one and only Almighty God Who in His infinite mercies blessed me with this opportunity of undergoing learning at work partnership programme , M.A Computer and Business studies. Thank you all for your guidance throughout the academic year. Words are not enough to express my feelings . I want to specially thank and dedicate this project to my parents.. I want to thank Dr. Howard cowte, who taught me to believe in myself and in my work because he never let me off with a poor argument. Thank you again. Finally, I want to thank all my friends for their words of encouragement, support and friendship. Specially when I was going through hard times with my health. The CALL CENTRES. INTRODUCTION: dynaTrace is the innovator and emerging leader in application performance management (APM). The company offers the only continuous APM system on the market one that can monitor all transactions at all times and one that is used by all key contributors to application performance architects, development, test and production. Industry leaders such as UBS, Salesforce.com, Renault, EnerNOC, Fidelity, and Thomson Reuters use dynaTraces patent pending technology to gain deep visibility into application performance, identify problems sooner and reduce the mean time to repair issues by 90%. Leading companies rely on dynaTrace to proactively prevent performance problems from happening and quickly resolve those that do occur saving time, money and resources. Call centers are part of out daily life today as ATMs, self-service supermarkets and internet shopping (ebay). All of which are new age service delivery systems that the customer at large has had to accept and live with (Mahesh and Kasturi, 2006). Call centres are being used by many organizations in a wider contexts, hence the variations in their operations range from strategic purpose to the nature of technology used and finally to management style and priorities (Taylor and Bain, 2001). According to Calvert (2001), he observed that based on the several researches done on call centres, about 95% of call centres are reported to supply information to customers and about 74% process complaints. Hence it can be concluded that the 3 main drivers for call centres indentified are Improve customer services to retain their clients base. Gain new customers and after sales service. Reduce cost as compare to face to face clients and also to improve efficiency. A call centre in general, is regarded as an interface between customers and an organizations system (Information Systems and performance systems), in order to complete a well specified transaction such as generate sales; provide solutions to existing clients or advice on quite complex and technical issues like broadband support for their internet clients . Over the years, the advancement of IT, product and process knowledge as well as customer information are set into the system which has helped to reduce cost of training. This has therefore ensured core-service modules to be standardized; customized and at the same time has enabled the front line staff or call agents to concentrate on the customer and their interaction (Frenkel et al, 1998). Therefore, the purpose of this project is to explore the work environment of the call agent with respect to performance management systems, customer services and information systems. Highlighting the challenges they are constantly faced with, wh en executing their duties. Project was done while observing the performance and management in many departments of sit-up ltd, RESEARCH FOCUS This project was focused to explore the effective use of performance management systems in a call centre of sit-up ltd. The main questions this project seeks to investigate are daily tasks and targets: What are the working conditions in todays call centres and the call agents are subjected to? How do performance management systems affect the call centre working environment from the call agents? perspective? How does the work environment affect the agent emotionally? THE AIMS AND OBJECTIVES. The main aims and objectives for this project include: Identify the state-of-the-art performance management system in the call centre used in the organisation under study. This would enable us to understand the level of advancement of information systems in the organisation. Investigate the use of performance management systems in a call centre. Explore and determine the extent to how performance management system affects the working conditions of the call agent both in terms of the peroformance and improvements . In highlighting the issues and challenges the call agents encounter, it would provide an insight of the job description of a call agent from the call agents? perspective. This project also intends to bring more awareness to management regarding the issues and challenges the call agents are constantly faced with. A good knowledge of this would enable them effectively identify and address any form of resistance that may arise from the call agents. This could be done by offering adequate training and support in the use of the performance management systems. As well as improving communication with the call agents which could affect the work environment, making it more conducive. This in turn enhances better performance from the call agents and also for the management to reduce cost in hiring new agents on the floor and continuous monitoring from management and HR point of view. RESEARCH APPROACH. This project was based on learning at work method where many employees were observed and different management techniques were applied in order to improve their daily performance. This approach was found appropriate because it is concerned with understanding performance management systems from the social context, the social processes by which it was developed and construed by people and finally how it influences and is influenced by its social settings. Many employees were interviewed while generating data and statistics as call centres always have high level of absences and sicknesses. This was an easy approach to obtain information from number of employees and departments. Answers to complex questions and sensitive information which the respondents might be reluctant to give. Project Summary. This project is structured into many chapters in order to spread the information in easy and understandable way as outlined below: Call Centre This chapter is an introduction of the project highlighting the research area with a presentation of the aims and objectives of the research. Literature Review This chapter is a critical review of existing literature on call centre. It also discusses different theories and perspectives relating to the call centre. It also discusses the use of performance management systems within the context of this project. Theory and Research Methodology This chapter discusses the theory chosen for the analysis of the case, research approach and the rationale behind the methods chosen for this research. It also highlighted the research design. Project findings This chapter presents the case study, the findings from the semi-structured interviews conducted in the organization using the chosen theory as the conceptual lens for the discussion. Conclusion This chapter is an evaluation of the research findings with a reflection on its implications for practice. It also suggests some recommendations for future research. SUMMARY. This chapter has provided an introduction of call centre, identifying the focus area. It also stated the aims and objectives of this project as well as the research approach. It also presented a brief outline of the structure of the project. LITERATURE REVIEW. INTRODUCTION This chapter presents a critical review of existing literature on call centres. It discusses different theories and perspectives found in literature. This chapter also discusses the different uses of management techniques in a call centre in terms of management and the call agents. CALL CENTRES Call centre operations have become a norm in all sectors of the economy such as retailing, telecommunication, the entertainment industry (Taylor et al, 2002). They are a rapidly growing channel for service and sales delivery particularly in the financial service and telecommunication industry. These centres enable retail customers to transact business by telephone either using programmed information technology such as automatic voice response systems or through employees manipulating software to assist in answering queries resolving problems or selling products (Frenkel et al, 1998). Hence, growing number of organizations use call centres as a means of communicating with their customers directly (De Ruyter and Wetzels, 2000); managing customer complaints and maintaining customer loyalty (Pontes and O?Brien, 2000). However, despite the rapid emergence of technological innovations that have been developed to change and enhance the business processes in organisations, the call centre is still basically defined by the integration of the telephone and computer technologies (Taylor and Bain, 1999). In more details, the definition of a call centre is a dedicated operation in which computer utilizing employees receive inbound or make outbound telephone calls. These calls made or received are controlled by an Automatic Call Distribution (ACD) or a predictive dialling system. In other words, a call centre is therefore characterized by the integration of the telephone and Voice Response Units (VDU) technologies using recorded messages; Inter-active Voice Recognition (IVR) which enables customers interact with the information systems via telephone keys and speech recognition systems which enables a two-way communication between the computer and the customer using synthetic speech messages (Schalk and Van Rijckevorsel, 2007). A key feature of the call centre labour process is the integration of the telephone and the VDU technologies. Central to inbound operations is the ACD system which receives the incoming calls and automatically channels them to the available agents according to programmed instructions hence removing the need for the switchboard operators. In the case where there is no available agent to receive the call, the calls are stacked and distributed in sequence as the agents become available. Although the system can only stack a certain number of calls after which it automatically drops the calls. The agents take the calls automatically through the headset and their main assignment is to resolve the basic problems of a customer. On the other hand, for the outbound operations, it is largely based on telesales or telemarketing. The predictive dialling system works its way through the databases of their customer phone numbers and as programmed automatically dials the number of the customer as selected by the agent. At this point all the information of the customer is retrieved and displayed on the screen so as enable the agent have well info rmed communication. Their main job function is selling and advertising a particular product or service (Fernie and Metcalf, 1997). The common and defining call centre labour process is the ability for the operators to scan and interpret information on the VDU screens, manipulate their keyboards, retrieve data and at the same time communicate with the customer. Therefore, it is the integration of the telephone and computer technologies which both structures the labour process. This process also generates extreme levels of surveillance, monitoring and speed up which are manifest in a call centre. Recent technological developments are sought to minimize the wasteful manual operations and maximize the real time agents spend with customers hence this both speeds up and intensifies the work as the time gaps between calls are progressively reduced (Schalk and Van Rijckevorsel, 2007). In the author?s opinion, despite all these advancements in technologies, there is still the aspect of the h uman interaction. Employees? performance data as an instance which is either electronically displayed or in hard prints still requires human interpretation. Managers and team leaders based on the results can then take appropriate actions such as discipline or coach an underperforming agent. Hence it can be said that a call centre is a combination of technology driven measurements and human supervisors to interpret these results. CALL CENTRES AND THEORIES. In literature, there are two main theories seen to be dominant in the discussion of call centres: Foucauldian electronic panopticon which has been based on the labour process theory (Fernie and Metcalf, 1997). This is based on the preoccupation of an individual?s subjectivity which has masked the importance of a collective, trade unions organization which is a more developed form of resistance. This attempts to provide insight into the complexity of work organization and the way it is experienced by the call agents. Emotional labour which is based on the emotional labour theory (Hochschild, 1983). This requires an individual to induce or suppress their feelings in order to sustain the outward countenance that produces the proper state of mind in others. This provides insight and better understanding of how call agents in most cases have to define their outer expression so as to smile down the phone. These two theories further are explained in the chapter three. PERSPECIVES OF CALL CENTRES Literature has generally presented two distinct perspectives of call centres. First of all, there is the perspective presented by publicists who have portrayed exciting images of a call centre. It portrays a high level of co-operative teamwork among the employees, the call agents? work under very relaxed conditions and very professional in their interactions with their customers. The agents are said to smile down the phone after conversing with each customer (Taylor and Bain, 1999). However, there is the other perspective presented by Fernie and Metcalf (1998) that portrays the call centre based on the Bentham?s panopticon. It emphasizes the constraining nature of work setting described as the electronic sweatshop or panoptical wired cage (Frenkel, 1998). Based on this view, employees are connected to information technology that automatically allocates work, facilitates its completion and monitors employee performance. In other words, work is conducted in relative isolation from other colleagues but under the constant gaze of management who are responsible for structuring and interpreting the electronic information. Work can therefore be regarded as deskilled and monotonous. They claim that the constant surveillance of the supervisors on the agents has enabled them have total control over the agents which eliminates any form of resistance from the call agents. Hence call centres have been referred to as dark satanic mills or new sweatshops. However, it is worth noting that their perspective was not based from a range of studies carried out on call centres but rather it was primarily based on payment systems of which they studied a call centre. CALL CENTRES AND INFORMATION SYSTEMS One main indication of call centres is in most cases defined in terms of the Information and Communication Technologies (ICTs) they make use of rather than by any specific outputs they create (Frenkel et al, 1998; Taylor and Bain, 1999). Systems such as the Automatic Call Distribution (ACD) that places inbound calls in a queue and allocates them to the agents, speech recognition systems as well as screen capture are example of systems found in a call centre. But information systems has also increased the control and surveillance of calls (which could either be inbound or outbound), the agent that?s handles the call and virtually every activity they perform on real time basis (Robinson and Clive, 2006). Hence it is argued that technology found in call centres constitutes a version of technical control. According to Callaghan and Thompson (2001), technology tends to control speed through ensuring that call agents are aware of queue numbers and average waiting times. In such instances, managerial control is seen to be evident through the use of such technologies and could at the same time produce employee resistance. However, ICT has the potential to create skilled and enabled workforce (Fernie et al, 1998, and Kinnie et al, 2000). In such a situation, the improved employee independence may be resulted through the creation of alternative socio-technical systems within the call centre. This could be exhibited with self-managed work teams who have the tendency to produce more customized outputs when the dynamics of empowerment displaces the reality of control (Batt and Moynihan, 2004). This can be regarded as another concept of the call centre which is referred to as the semi-professional empowered worker (Winslow and Bramer, 1994). In this setting work is increasingly customized to the needs of the customer. The agent uses IT to seamlessly identify and render service to the customer and appropriate software assists in on-the-job learning thereby improving the agent ?s knowledge and skills. Based on the labour process, systems implemented in the call centre are based on the expected result. According to Edward (1979) cited in Russell (2007), who first classified ICT as technological control, in agreement to this Callaghan and Thompson (2001), also argue the fact that management deliberately choose a technology that is designed in such a way as to limit the worker?s independence, hence are almost seen as part of the machine (technology) which continuously directs calls at them. This was represented in the expression of Taylor and Bain (1999) stating „the assembly line in the head?, where technology supports the formulation of specific targets of which workers are held accountable for (Taylor and Bain, 2001). Another aspect of technologies in a call centre is the organizational culture or behaviour. This is an attempt in understanding how new technologies affect the (re)organization of work. Barleys (1990), emphasized the need for researche rs to focus more on how new technologies are incorporated into the everyday working lives of the organizational members. His argument was that a particular system could have different effects in various departments or jobs. This draws attention to the organizational theory which is based on the behaviour of users when a new technology is implemented focusing on how they establish patterns to either conform or deviate from the intentions of the designers (Russell, 2007). This aspect is outside the scope of this dissertation. Technology can therefore be regarded as a solution that bridges the sales and marketing functions to improve targeting efforts. In other cases, it can be viewed as a tool that is specifically for a one-to one customer interaction which is regarded as the sole responsibility of the sales/service; call centres or marketing departments (Peppers, 2000). But on the overall, it should neither be regarded as just a mere technology nor application but rather a cross-func tional , customer-driven, technology-integration business process management strategy that aims at increasing and maximising relationships which also encompasses the entire organisation. This is often referred to as Customer Relation Management (CRM) (Goldenberg, 2000). Literature has shown that CRM is based on the interaction of: People: this refers to the people working with the system and are regarded as the building block for customer relationship, Business process: this defines the overall business goal of the organisation Technology: this is an enabler for achieving remarkable improvement in the performance of the organisation (Chen and Popovich, 2003). These interactions are represented in the diagram below Diagram 2.1 The CRM Model (Chen and Popovich, 2003). CALL CENTRE AND MANAGEMENT In general, academic literatures on call centre have focused on employment, relationship and the labour process. A significant number of these literatures have focused largely on managerial perspective in terms of operations and performance. Call centres are people intensive operations and the management of the frontline employees otherwise referred to as the call agents has been identified as one of the biggest challenges for call centre managers (Houlihan, 2002). Call centres potentially contribute to customer satisfaction and retention but most organizations still fail to exploit full strategic value out of their call centre operations (Mahesh and kasturi, 2006). Traditionally service management models recommend that Organisations focus on three areas which include: Defining a service strategy Ensuring the service delivery systems are user friendly Managing for customer- oriented people especially on the frontline (Gilson and khandelwal, 2005). These models further argue that it is important for the components strategy, operations and people are all compatible but most literature show an indication of incompatibility. CHALLENGES OF MANAGERS/SUPERVISORS IN A CALL CENTRE Managers are faced with a number of challenges of which the most common and prevalent ones include: The conflict of quality versus quantity: In call centres, this conflict is at the core of many other related problems (Frenkel et al, 1998; Callaghan and Thompson 2002 dean, 2002). Measurement of both quantity and quality in most cases is based on performance. Research has shown that although management values quality, they tend to focus more on measurement and statistics which is as a result of the large amount of information provided to them. Information provided to them such as the number of calls per agent; the percentage of calls answered within a specified time frame; the average speed calls are answered, hence the shift of attention to quantity (Robinson and Clive, 2006). This has attributed to the high reliance on information systems to govern the pace of work in the call centre, provide the means to access the work of the call agents as well as monitor them. Information system can therefore be said to have shaped the social and organizational structure of the call centre (C alloghan and Thompson, 2001). But the negative consequence of this especially on the call agents include exhaustion, stress which should be of great concern to management. Organizations stress the need for customer satisfaction and have an overall strategic intent to acquire and retain their customers through high quality interfaces or interaction. But it has been observed that the aspect of quality in some case is given low priority than the efficiency of processing customer interactions (number of calls) at call centres (Mahesh and kasturi, 2006). Mahesh (1995) commented on the tendency of most organizations to move from high labour intensity and customization position of professional services to standardization and low labour intensity service. The origin of such problems could be traced back to the genesis of call centres and the reason for their rapid growth which is to reduce cost and increase efficiencies. The conflict of Control versus Empowerment: this is another common conflict observed in the call centre. According to Houlihan (2002), the orthodox design of the call centre is rooted in a control paradigm. Early literature on call centres abound with keywords such as blue-collar work; taylorism; battery farming; mental assembly line; worker resistance control and emotional labour (Fernie and Metcalf, 1997; knights and McCabe, 1998). Recent literature on the other hand has indicated the need for empowerment in service, but organisations specifically in the call centre still ignore this despite the fact that studies have indicated positive outcomes from increased empowerment. Empirical data also shows that call agents perceive themselves as less empowered than other workers in traditional office environment (Holdsworth and Cartwright, 2003). Thus the control paradigm of call centres seems to extend to the area of job design as well. Researchers also argue that the frontline agents pla y a critical role in service delivery in which their skills, knowledge motivation and loyalty are important factors to be managed by the organization (Sergeant and Frenkel, 2000). But the mass production model used at many call centres for operational efficiency assumes that jobs can be designed to be turn-over proof with workers as replaceable parts (Batt and Moynihan, 2002). Hence Wallace et al, 2000 labelled this as sacrificial HR strategy. Other common problems management is faced with in the call centre according to Taylor and Bain (1999) include: High rates of absence due to sickness High labour turnover Problem with motivating and keeping the employees committed to their jobs Lack of promotion opportunities especially in flat organisational structures. Loss of staff following investments in training. CALL AGENTS AND JOB STRUCTURE The general basic idea of a call centre operator or call agent is any worker with a telephone and a computer. This has led organisations in an attempt to differentiate their operations and services, come up with names such as Customer Service Centre or Customer Satisfaction. Various literatures have shown that agents usually work in large, open-plan offices seated in cubicles that are divided shoulder-high partitions. They are wired or connected to an integrated telephone and a computer system when they put on their headphones. In the researcher?s opinion, the job function of a call agent is basically to: Provide customers with detailed product and procedures involved Process customer transactions Attend to customer queries in an approachable, accurate and timely manner. Deliver standard service at all times to customer when interacting with them which is usually in accordance to specified service standards (scripts). In a call centre, the use of scripts either in the form of typewritten prompt or on screen template is an attempt to structure the speech of workers into a series of predictable and regulated routine queries and responses (Taylor and Bain, 1999). This could be regarded as another distinct feature of the call centre in terms of Communication between an agent and a customer. The call agents are expected to read and enter data into the computer system that is networked within the organization while interacting with the customer. This enables any other employee to easily access and retrieves the customer?s profile as well as their record history. Other expectations of call agents in relation to their work include: The call agent is expected to acquire and use lower-order and higher-order contextual knowledge in accomplishing their task (Deery et al, 2002). The lower-order contextual knowledge is knowledge about the company information; specific products; procedures; software practices an d people which may be in other departments on whom the call agents depend on for updated information as well as solution for more complex problems of the customer. While the higher- order is basically a deeper understanding of the lower, although this is not acquired during training but rather it is as a result of experience. Agents with such knowledge are seen to be more confident when dealing with the customers. But it should be noted that most of the knowledge required by the agents is embedded as information either as hard copy reference manuals or available online. The call agent is expected to display some skills when executing their duties. These skills include the computer skills which have to do with inputting data; word processing and navigating through several systems. The other skill is the social skill which is used mainly when relating to customers and other staff. A lot of attention is paid to the latter skill than the former because the social skill involves the abil ity to remain calm under pressure especially when faced with a continuous stream of customer calls; positive and tactful attitude when executing their duties as well as not getting personally engaged which protects them from customer abuse (Kinnie et al, 2000). In general, the call agent has to be systematic; creative and know who to depend on for more complex customer queries. Call centre jobs are highly specialized and simplified, thus there is a high level of division of labour which has its advantages. But there are also disadvantages such as low task variety (monotony of work), low task complexity, low utilization of educational qualification which are most times overlooked. Call agents are known to have no influence or control over their work in terms of the pace of their work (duration of calls, how many calls they receive) and also the planning and organisation of their work. These disadvantages are some of the factors that lead to depression among call agents and monotony o f their work is one of the most frequent reasons call agents quit their jobs (Deery et al, 2002). SUMMARY This chapter has defined discussed what a call centre is and highlighted the different perspectives of call centres found in literature. It identified the theories on which the analysis of this dissertation is based on, although it is further explained in the next chapter. It also discussed the call centre from different points of views such as technology which mentioned the fact that it still requires human interaction for any organisation to achieve its maximum potential, management who determine the work pace of the call centre. Although highlighting the challenges they are faced with, it also identified areas where they need to place more attention (i.e. control vs. empowerment). Lastly it discussed the general idea of call agents? job descriptions. This has served as a background to further explore in this research the working conditions of the call centre and determine the effect of information systems on their jobs. THEORY AND RESEARCH METHODOLOGY INTRODUCTION This chapter discusses the research approach adopted for this research based on the chosen theory. It also highlights the research methodolo