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1、ImplementingaCustomerOrientation:ExtensionofTheoryandApplication,ResearchContext,Research,Threecriticalorganizationalvariables,Seniorleadership,Threecriticalorganizationalvariables,Interfunctionalcoordination,Threecriticalorganizationalvariables,TheoreticalContext,FocalOrganization,strongcommitment,
2、Schooldistrict,Progressingsite,Strugglingsite,TwoStages,DataAnalysis,ResearchPrograms,Discussion,Seniorleadership,Marketintelligence,communicatetheircommitmentdrivingchangesidentifycustomersandtheirneeds,seniorleadershipcatalyticrole,Seniorleadership,Butifseniorleadershipisnecessarybutnotsufficient,
3、whatarethekeyfactorsthatdifferentiatesuccessfulfromunsuccessfulimplementation?,Seniorleadershipconnectivitytoownershipforchange,Theprincipalhasbeenthenumber-oneforcegettingtheschoolplandoneandputtingitintoaction,Aveteranspecialist,Thegoalsarefromthelegislature.Butthecountyneedstoexplainwhythingscann
4、othappen.,Wayne,afatheroftwostudents,Seniorleadershipcommitmentintensityandemotion,communicatedwithpassionperceivedasauthentic,PROGRESSINGSITE,STRUGGLINGSITE,EnthusiasticPassionate,DoubtWarily,Theprincipalisawonderfulrolemodelforus.,Paula,aspecialist,Andthenhebegantodothingslikemakedecisionswithouta
5、skinganybody.,Janice,afacultymember,Seniorleadershipdrivingthecommitmentwithresources,PROGRESSINGSITE,STRUGGLINGSITE,agreetoreallocateresources,littleeffortexpendedtofindadditionalresources,acceptadditionalburdens,excuse:lackofresources,Workersdidnotbelievethesincerityofthetransformationeffortuntill
6、eadersallocatedresourcesconsistentlywiththevaluestheyespoused.,Seniorleadershipthecascadingleadershiprole,PROGRESSINGSITE,STRUGGLINGSITE,sharedleadership,autocratic,rigidandunshared,teachersviewedaslearningfacilitators,facultymembersremainedwary,pushingleadershipanddecisionmakingtooperationallevelss
7、haredleadership,InterfunctionalCoordination,Complexinterlockingcustomerorientations,Internalized,sharedmissionandvision,InterfunctionalCoordination,InterfunctionalCoordinationComplexinterlockingcustomerorientations,InterfunctionalCoordinationComplexinterlockingcustomerorientations,Eachprincipaldiscu
8、ssedtheimportanceofthemiddleschoolindefiningsuccessandinsettingperformancerequirements.Andtheyconductedameetingwithitsrespectivemiddleschool.,InterfunctionalCoordinationInternalized,sharedmissionandvision,Whatcausedthedifferencesineachsitesadoptionofacustomerorientation?,Aphilosophicalquestioningoft
9、hetrueaimoftheschoolandapersonalizingoftheresultantinsightsleadtoaninternalizedcustomerorientation.,Commonvision:highstudentachievement.,Questioningofthevisionstatement,Adramaticshiftinthephilosophyoftheschoolanditsmembers,Alteredunderstandingoftheschoolanditspurpose,Revisedtheprocess,theprogressing
10、site,Wevechangedourteachingmodeltoalearningmodel.,Aprincipalintheprogressingsite,InterfunctionalCoordinationInternalized,sharedmissionandvision,MarketIntelligence,MarketIntelligence,MarketIntelligence,Extractingcausalityfromrobuststakeholderdata,MarketIntelligence,Tyingoperationalperformancetocustom
11、errequirements,Howdidtheprogressingsitedo,Thelinkbetweenclassroomactivitiesandmeetingstakeholdersperformancerequirementswasmadeexplicit.,Anelaboratesystememergedordisaggregatingcustomerdata,Howdidtheprogressingsitedo,Therewasnoanalogoussystemdespitemeasuringandtrackingofacademicperformanceasseniorle
12、adersrequired.,Wekeeptrackofourowngradesandaverages.IthelpsusButnow,anytimeyouwanttoseeyouraverageorknowwhatyouneedtoworkon,wealwaysjustgotoourdeskandopenupourdatafolderandgostraighttothebackandfindit。,Nina,afourth-gradestudentoftheprogressingsite,Findings,Limitation,Contribution,Differentresultsfor
13、implementingtheculturaltransformationguidedbythesamemarketorientationtheorysuggestthatthecurrenttheoryisincomplete.,ContributionSeniorManagement,ContributionSeniorManagement,Empoweringlocal-levelleadership,Managerialsuggestion,ContributionInterfunctionalCoordination,Emphasisonsatisfyingexternalcusto
14、merrequirementshelpstoachieveinterfunctionalandinterdepartmentcoordination.Andthisconnectednessisinturnrequiredinmeetinginterrelatedcustomerneedsandestablishingacustomerorientation.,ContributionInterfunctionalCoordination,theconnectednessisacentralfactorratherthanasingularoneinimplementingacustomero
15、rientation,Managerialsuggestion,ContributionMarketIntelligence,Customerorientationtransformationneedsnotonlyexternalcustomerdata,butalsoitslinkingwithinternalcustomerdata.Widelycirculatedexternalandinternalcustomerdatacanbecomeabehaviornormthathelptoshiftthelocusofcontrolfromexternaltointernal(self-control).,ContributionMarketIntelligence,Indicatorofthetransformationsmaturity:customer-focuseddataarehabituallyusedtoflushoutcausationinperformanceoutcomes,Recommendedfurtherresearch,Implementationofmarketingorientationineducationalandothernonprofitorganizations,
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