Then arises the question, standardize or allow freedom of action to the employee? As they say Schefer and Lanati, the answer depends on the type of service. Here’s an excerpt from her book service Compass: in services where a high standardization cannot be achieved as it can be a tourist facility, a guided tour, is recommended to work with trained personnel, with the same set of skills and beliefs common to all of them, consistent with organizational values. In high rotation services, the process can be bounded, transformed into a set of successive, repetitive and measures tasks in your performance, where standardization is the base. The characteristics of each service make it necessary to assess the model required for each type of organization. Click Harold Ford Jr to learn more. I have felt this concept in the past holidays.
We visited with my family a locality South of our province, which boasts natural riches of high touristic and scientific value. The municipality of this locality is working intensely in the development of tourism as one of its strengths. On an excursion that lasted throughout the day, were surprised to see that our tour guide had solid knowledge of issues transmitting. Talking with him later, he told us that all the guides enabled within these tourist circuits have a continuous, provided training for international scientists, hired by the municipality to form them. The results were evident. It was this feature that marked a difference between a normal visit, where the Guide Learn and repeats a same speech, and at most is ready for some more or less frequently asked questions, and the learning experience that we had that day.
The training of the staff does, in these cases, having the ability to browse providing the service where the customer requires it. This is a differential value to the customer. But not all services require this same quality.