Summary : ' The Call Centre '

Call centres are integral part of any particular organization in today’s modern world as they play a crucial role in the business world and act as the primary source of contact with the customers (Abbott, 2010). The performance call centres play in organizations are increasingly importance in ensuring that the organization offers excellent services to end-users and their customers (Bruton, 2012). As the business environment changes every day, customers are becoming more demanding and sophisticated with their needs, desires, and the quality of their products and services. Thus, every organisation should aim to keep resources (both human and technical) as high as possible while maintaining the quality of services to the customers and ensuring employee satisfaction.

24-7 Intouch is an award-winning call centre which only started as a small telephone services company. It was started by Greg Fettes, who is the Chief Executive Officer and President of the company alongside Jeff Fettes, who is the Chief Operating Officer they have both been in this business for over 15 years now. The role of this company is to provide small, midsize and enterprise businesses with services such as, customer service, live chats, sales, order placing, emails, emergency and direct response, live receptionist, help desk, agents, alongside many other different services. A few examples of the companies that 24-7 Intouch works with are; Lyft which is a transportation network company, Sephora a cosmetics store company, Le Chateau a fashion company and True-blue an onsite workforce management company. As mentioned earlier, these are only a few of the many companies that it works with. Its branches are in Canada, the United States, Guatemala and it is currently opening a branch in the Philippines.

Organisational behaviour is the study of human behaviour in the workplace, the interaction between people and the organisation, and organisation itself (Dubrin 2002, p. 2). In most of the organisational behaviour literature review, the following five types of behaviours are often highlighted- task performance, organisational citizenship, counterproductive work behaviours, joining and staying with the organisation and work attendance (McShane, Olekalns & Travaglione, 2009). These individual-level dependent variables are present in most OB research which has a significant impact on the effectiveness of organisations.

Organizational behavior involves the study of the effect of individual, group and organizational dynamics on the organization’s environment, with a purpose of finding such factors that can help in the improvement of the organization.

Organizational Behavior is an interdisciplinary approach to the study of human behavior in organizations. Behavioral Science or Organizational Behavior is not an elemental subject, rather than it is like a compound subject, with integrated weaving of various disciplines. The scope of organizational behavior is in all three dimensions i.e. individual, group and organization. Also there are various different directions and dimensions to study of

The term Organizational Behaviour can, based on the definition above, be divided into two central elements:

Contributions: Classic management theory was presented in the late nineteenth century. It got to be broad in the first 50% of the twentieth century, as associations attempted to address issues of modern administration, including specialization, proficiency, higher quality, cost lessening and administration laborer connections. While other administration theory have developed from that point forward, established administration methodologies are still utilized today by numerous little entrepreneurs to construct their organizations and to succeed.

also provided movie tickets, throwing parties, arranging birthday and anniversary parties, get to gather, cultural programs , trips to the disc and even doling out coupons for pub crawlers, planned and spur-of-the-moment handled by ‘fun teams’ in charge of everything from pizza parties, outings and picnics to more focused events all to keep their flock tied to the company. The companies actually formed the musical groups along with all the instruments, cricket competitions and Christmas and Thanksgiving celebrations. 70% of the workforce feels very happy about this entertainment. These shows and programmes make the people feel very relaxed and stress free.

Organisational behaviour is the study of individuals’ actions at work and how their behaviour affects the organisations performance. The studies focus on three areas of behaviour in organisations; individuals, groups, and structure (Robbins, DeCenzo, Coulter and Woods 2014; Robbin, Judge, Millet and Boyle, 2013).

Organisational Behaviour has been an instrument for human development. It speaks volumes about the importance of a person as a human being and as a team member. Various theories have been put forward by researchers that support this fundamental meaning of Organisational behaviour.

It involves a series of investigations that tap into the importance of work behavior and attitudes of a variety of physical, economic, and social variables (Carey 1967). To prove this theories right, an investigation comprising of five stages were conducted throughout 1927 to 1932 where the main purpose was to find out the factors affecting productivity. This includes the Illumination study,

Call centres are an integral part of any organization in today’s modern business as they play a crucial role in the business world and act as the primary source of contact with the customers (Abbott, 2010). The performance of such call centres is increasingly getting important in ensuring an organization offers superior service to end-users, and allow end-users and customers to communicate through any channel, and minimize the costs of doing business (Bruton, 2012; Tom, 2012).

From 1927 through 1932, the Hawthorne plant of the Western Electric Company studied lighting levels, workday lengths, and rest period lengths to maximize productivity. During the lighting level studies, researchers found that when the lights were brighter, worker productivity increased. However, when lighting level was decreased worker productivity also increased. This behavior is called the Hawthorne effect, it basically states that when workers are involved in studies or decision making, productivity increases. Also during the 1930s, Walter Shewhart developed control charts. which are methods for statistical analysis and control of quality.

Stage one of the experiment aimed at examining the effect of changes in working arrangements upon productivity (Gale 2004). During this stage five girls were transferred from the factory floor to a special test room where their output of relays was recorded for over two years, during which a large number of alterations were made to their working conditions (Carey 1967). One of the changes made was to the illumination values in the factory environment. When the light was cut down to .06 of a foot candle the girls maintained their efficiency (Carey 1967). They found that only extremely low illumination caused decreases in levels of production (Broches 2008). According to Carey (1967) the conclusion came as a great “éclaircissement” as the founding’s were quite different from what they had expected. The results identified the importance of social satisfactions at work and researches were puzzled to observe that productivity continued to rise regardless of the changes made to the physical working environment. At the end of the two years the results found that the girls output had increased by about 30 percent (Carey 1967) and physicians indicated improved workers health and a decrease in absenteeism (Broches 2008). Due to the steady increase in output the investigators took into

When it comes to organisational and management theory, a wide range of information exists. However, a short history could start with the work of Taylor (1911) and Fayol (1949) (cited by Walker, 2007); they both described a classical organisational concept based on scientific management. This theory derived from a hard-systems model and treated individuals as machines in order to maximise their efficiency. A radically different approach to this mechanistic organisational doctrine came quickly. This was the behavioural management approach, which was