Читать книгу Organization Development - Donald L. Anderson - Страница 84

“My perspective is that there are a lot of areas where this team could improve. The operations team is, frankly, a disaster. On average I think they return back to us roughly 75% of the sales orders that we put in the system. For example, this just happened an hour ago. My sales rep put a purchase order number in the system as required, but because it did not have a dash between the first two numbers, the system called it an error. The operations rep on Melissa’s team could have hit one button and sent it through. Instead, he rejected the entire order and told us to go back and resubmit it, which wasted about an hour of my salesperson’s time. Sometimes it feels like they are treating us like children.”

“Another time our salesperson put the customer credit check through for $100,000, but our order was for two shipments of $50,000. So, Melissa’s team wants us to do the credit check twice. Some of their rules make no sense.”

“When we bring this up to Neil, he says that he will deal with it, but he never does. He refuses to control Melissa’s team. I’ve worked with Neil for 10 years, so I expect nothing because I know his preference is to avoid conflict. He has delegated complete oversight to that team so he has no idea what we are all dealing with on a daily basis. When this all first started about a year ago, I tried to talk to Melissa rationally to ask her to tell her team to help us rather than just add process steps. We just ended up arguing about it, and she refused to take any ownership or even take the feedback and consider making changes. Now I just try not to engage her at all. She sends me demands by e-mail, and I respond by e-mail. I don’t think we’ve spoken since last summer.”