Business Communication and Law

This assignment delves into the intersection of business communication and law. It examines the legal obligations businesses have in their communications with customers, particularly regarding product faults and compensation. Additionally, it touches upon the legal rights of employees within a business context, such as social media usage and acquisition policies.

UNIT 10; 21; 24; 27; 32;
52; 54; 73

TABLE OF CONTENTS
...............................................................................................................................................1
INTRODUCTION...........................................................................................................................1
Unit 10: Develop a Presentation.....................................................................................................1
1.1 Explain best practice in developing presentations ...........................................................1
1.2 Explain who needs to be consulted on the development of a presentation .....................1
1.3 Explain the factors to be taken into account in developing a presentation .....................2
1.4 Analyse the advantages and limitations of different communication media....................2
Telephone...............................................................................................................................2
E-mail.....................................................................................................................................2
2.1 Identify the purpose, content, style, timing and audience for a presentation...................3
Unit 21: Provide Administrative Support for Meetings...................................................................3
1.1 Describe the purpose of the meeting and who needs to attend ........................................3
1.2 Explain why it is important to have a minimum number of attendees for a meeting ......3
1.3 Explain ways to achieve maximum attendance at meetings ...........................................4
1.4 Explain the access, health, safety and security requirements relating to meetings .........4
1.5 Describe how to set up the resources needed for a meeting ............................................4
1.6 Explain the responsibilities of the meeting chair and meeting secretary ........................4
The Secretary’s Responsibility..........................................................................................4
1.7 Explain the difference between formal and informal meetings .......................................5
1.7 Explain the difference between formal and informal meetings .......................................5
1.8 Explain the legal implications of formal meetings...........................................................6
Unit 24: Employee Rights and Responsibilities..............................................................................6
1.2 Describe career pathways within their organisation and industry ...................................6
1.3 Identify sources of information and advice on an industry, occupation, training and career
pathway ..................................................................................................................................7
1.4 Describe an organisation’s principles of conduct and codes of practice .........................7
1.5 Explain issues of public concern that affect an organisation and industry ......................8
1.6 Describe the types, roles and responsibilities of representative bodies and their relevance
to their own role .....................................................................................................................8
Unit 27: Store and Retrieve Information.........................................................................................9

1.1 Describe systems and procedures for storing and retrieving information .......................9
1.2 Outline legal and organisational requirements for information security and retention ...9
1.3 Explain how to create filing systems to facilitate information identification and retrieval . 9
1.4 Explain how to use different search techniques to locate and retrieve information ......10
1.5 Describe what to do when problems arise when storing or retrieving information.......10
Unit 32: Produce Minutes of Meetings..........................................................................................11
1.1 Explain the purpose of different types of minutes and other meeting records...............11
1.2 Explain the legal requirements of formal minutes.........................................................11
1.3 Describe organisational conventions for producing minutes.........................................12
1.4 Describe the responsibilities of the minute taker in a meeting.......................................12
1.5 Explain why it is important to maintain confidentiality of meetings, discussions and
actions...................................................................................................................................12
1.6 Explain why it is necessary to record who proposed and seconded suggestions and
changes.................................................................................................................................13
Unit Title 52:Using email..............................................................................................................13
1.2 Explain methods to improve message transmission......................................................13
1.4 Explain why and how to stay safe and respect others when using e-mail.....................13
2.4 Explain why, how and when to archive messages........................................................14
2.7 Explain how to minimise e-mail problems....................................................................14
Unit Title 54 Resolve customers’ complaints................................................................................14
1.2 Explain how to identify those complaints that should prompt a review of the service offer
and service delivery..............................................................................................................14
1.3 Explain negotiating techniques used to resolve customers’ complaints.......................15
1.4 Explain conflict management techniques used in dealing with upset customers..........15
1.5 Explain organisational procedures for dealing with customer complaints....................15
1.6 Explain when to escalate customers’ complaints..........................................................16
1.7 Explain the cost and regulatory implications of admitting liability on the basis of a
customer complaint..............................................................................................................16
1.8 Explain the advantages and limitations of offering compensation or replacement products
and/or services......................................................................................................................16

2.4 Explain the advantages and limitations of different complaint response options to
customers..............................................................................................................................17
2.5 Explain the advantages and limitations of different complaint response options to the
organisation..........................................................................................................................17
CONCLUSION..............................................................................................................................17
REFERENCES..............................................................................................................................18
Books and Journals...............................................................................................................18

INTRODUCTION
This is my experience and work all along the complete course of my Level 3
diploma in Business and Administration. In order to pursue this course, one has to
already have experience in an office environment, and be well versed in office
based skills. Candidates who wish to move on into a managerial role, or who are
already in a managerial role, can do this course, where they can show their ability
to negotiate with clients, suppliers and colleagues, supervise work and people and
also effectively manage and contribute to the smooth running of the office.
Unit 10: Develop a Presentation
1.1 Explain best practice in developing presentations
1)Design
Hopefully you already have a company slide template, but if not, apply a clean and simple design
based on the color palette and font of their brand for visual consistency.
2)Content
Two words: reuse & shorten. If their website is current, effectively designed and includes
targeted content throughout, use this as their source material, and then convert it into slides for
optimal reuse (Guffey and Loewy, 2012).
3)Script
Everyone in their company has a different way of describing the same diagram or mission
statement, so a script is key to making sure all the presenters deliver the same message
consistently and coherently.
4)Customization
After all the work to polish and standardize their message, make sure the presentation is
customizable for each audience.
1.2 Explain who needs to be consulted on the development of a presentation
A presentation is a means of communication that is used in a variety of situations. It could be for
a small group of people, for a meeting, for a huge audience or just for briefing a team. Also
presentations could be either formal or informal (Crews and Stitt-Gohdes, 2012). In order for
someone to present the information effectively, the presenter should take into account the
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audience, their level of knowledge on the topic that one will be presenting and their interests, as
an efficient presentation needs to focus on these and the presenter needs to be prepared to
respond to the audience.
1.3 Explain the factors to be taken into account in developing a presentation
Before even preparing for the presentation, one needs to get in touch or consult with the
coordinator or the person in charge of the event, be it a meeting or a conference or a discussion.
It would also be better if possible to get in touch with a few members from the audience to get an
idea of what their knowledge is relating to what will be presented, what they would like to gain
or understand from this presentation, what they would like to benefit from through this
presentation and what they will be doing (in terms of applying the information presented)
following the presentation (Meredith, 2012). In order to achieve a positive outcome through the
presentation, careful consultation with the coordinator or person in charge or the audience or all
if possible is very important. This will help one to effectively plan the presentation and make
decisions relating to the design and presentation.
1.4 Analyse the advantages and limitations of different communication media
Telephone
Land or mobile telephones have taken up the communication slack in businesses where
distance and travel prevent face-to-face conversation. The telephone still allows immediate
interaction between two parties in the communication (Conrad and Newberry, 2012). Mobile
phones also expand their ability to communicate with distant workers or offices. The lack of
nonverbal or facial expressions remove those elements from the message. This can inhibit the
ability to interpret the context or emotion of a message sender. The phone is also less personal
than a face-to-face meeting.
E-mail
E-mail is a vital communication channel in geographically dispersed companies or ones
in which employees travel. E-mail allows for more flexible response times. You can send a
message one day and receive a response in a few hours or the next day. It allows for conversation
that isn't time-pressured, but can serve for fast turnaround times. It also allows for the inclusion
of files, such as documents or images. E-mail is less personal than either face-to-face or phone.
The missing context of the message may lead to misunderstandings or misinterpreted messages
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2.1 Identify the purpose, content, style, timing and audience for a presentation
 Purpose- the main purpose is to share or provide information on any topic.
 Content- It shows what topic is all about and how it relates to presentation
 Style- The style reflects the audience and types of presentation. It describes what
presentation is all about.
 Timing- It depends on the organisation or business to deliver the presentation
 Audience- They can be employees, public, etc. It depends upon for whom the
presentation is been developed.
Unit 21: Provide Administrative Support for Meetings
1.1 Describe the purpose of the meeting and who needs to attend
The main purpose of meetings is to share ideas and express different thoughts. Meetings
are used in almost every organization as a way of communicating information to other people
where their principal functions are to inform, seek ideas, seek clarification, resolve problems,
discuss proposals/ways of working, take decisions and settle disputes (Bhatia and Bremner,
2012).
1.2 Explain why it is important to have a minimum number of attendees for a meeting
The law defines a meeting as a gathering of more than three, or a majority, of the
members of a public body. In most cases, the minimum number of people that must be present to
constitute a meeting would be three (for a group with five or more members). However, it would
be two, when the committee, subcommittee, or other subordinate unit of a governmental body
consists of either two or three members. It is also possible that a series of gatherings of fewer
than the number of members necessary to constitute a meeting could still be held a violation of
the OMA, where the intent or effect of such gatherings was to circumvent the OMA.
1.3 Explain ways to achieve maximum attendance at meetings
Meeting rooms should be spacious enough to accommodate all attendees in comfort, but
not so big that they seem empty. Consider whether there are alternative options for their meeting;
perhaps you may need smaller areas during the event, so that the attendees can be separated into
groups.The service delivered by the venue organisers has to be of superior quality to make
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attendees want to return for other events. From the start of the meeting to the return journey
home, guests should feel that they have attended a successful gathering.
1.4 Explain the access, health, safety and security requirements relating to meetings
Health, safety and security are the most important factors to be considered while
conducting a meeting.
 Check to see if the venue is a safe structure for the kind of meeting taking place.
 Check that electrical wires are secured properly and not trailing on the floor.
 Make sure that the equipment to be used, like laptops and OHPs, is good working order
and has passed ICT testing to avoid safety issues (Hynes, 2012).
 Make sure that any confidential documents taken to the meeting are not left behind and
are brought back safely. Also, make sure that only authorised people are allowed access
to those documents.
1.5 Describe how to set up the resources needed for a meeting
 Identify the purpose of the meeting
 Make sure you really need a meeting
 Develop a preliminary agenda
 Select the right participants
 Assign roles to participants
1.6 Explain the responsibilities of the meeting chair and meeting secretary
The Secretary’s Responsibility
The secretary’s role in any formal group is to be guardian of the process of meetings. They are
usually the person who makes the arrangements for the meetings, including AGMs, and keeps
formal records of the group’s process and decisions: the minutes of the meeting. The role of the
Chair is to ensure that an accurate record of a meeting is made. The chair of the meeting has a
responsibility to
 Help the minute taker with agreeing agenda items.
 Follow the agenda items in sequence.
 Informing the minute taker of any items to be removed from the agreed agenda.
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 Summarise specific points, decisions or action agreed for each agenda item before
moving on to the next item.
 Agree and provide a summary for long discussions.
 Review the minutes when they are written as a draft (Thill and BOVÉE, 2014).
1.7 Explain the difference between formal and informal meetings
 Formal meeting- A formal meeting in a business environment is a pre-planned event
with a formal notice that most often is sent via email or an official company memo. It is
taken by senior executive or a member of senior management who presides over the
meeting (.Cheng, 2017) The atmosphere in these meetings are formal and there are
specific agenda items that must be gone over. These meetings most often take place in a
company boardroom where technology such as laptops can be used to display PowerPoint
presentations.
 Informal meeting- An informal meeting can take place almost anywhere, anytime, and
there is seldom the structure and formality that you will see in a formal meeting. There is
usually no formal invitations sent out although meeting participants can be notified via
email in many cases
1.7 Explain the difference between formal and informal meetings
 Formal meeting- A formal meeting in a business environment is a pre-planned event
with a formal notice that most often is sent via email or an official company memo. It is
taken by senior executive or a member of senior management who presides over the
meeting (.Cheng, 2017) The atmosphere in these meetings are formal and there are
specific agenda items that must be gone over. These meetings most often take place in a
company boardroom where technology such as laptops can be used to display PowerPoint
presentations.
 Informal meeting- An informal meeting can take place almost anywhere, anytime, and
there is seldom the structure and formality that you will see in a formal meeting. There is
usually no formal invitations sent out although meeting participants can be notified via
email in many cases (John, Knyazeva and Knyazeva, 2015).
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1.8 Explain the legal implications of formal meetings
 Make sure everyone has an opportunity to speak. That’s not the same as making sure
everyone does speak; some may not want to, or may feel that another person has made
the same point that they were going to make.
 Remember that “consensus” is not the same as “unanimous vote.” Consensus is about
more than voting on a particular proposition; it is a means of decision-making whereby
the group discusses the issues and questions before developing a shared response.
 Assure the discussion is civil. This is not always easy, especially when dealing with “hot-
button” issues, but it’s important to uphold reason and mutual respect in order to find the
best solutions, as well as assure continued relationships among participants
Unit 24: Employee Rights and Responsibilities
I provide health and support to people with limited mobility and other care needs. This
covers a wide variety of residents from people with physical disabilities to people with learning
disabilities and the elderly with dementia. I support residents to maintain personal hygiene and
help them with their day to day living (Hartman, DesJardins and MacDonald, 2014). Some of my
other duties may include building a relationship with the residents and family, identifying
residents needs, supporting residents in their activities, helping residents with physical tasks,
establishing work routines that help residents with their daily activities, providing emotional and
social support, working different shifts to accommodate the home.
1.2 Describe career pathways within their organisation and industry
Own Setting Early Years Industry
Volunteer
Apprentice
Level 3 Nursery Practitioner
Room Leader
Deputy Manager
eaching Assistant
Nursery Worker
Social Worker
Nursing
Assessing
Midwifery
Childminder
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1.3 Identify sources of information and advice on an industry, occupation, training and career
pathway
Occupations within Early Years  Social Worker
 Early years teacher
 Teacher
 Family support worker
 Youth Worker
Training within Early Years Inernal courses offered by organisation
Learning from being coached and men-tored whilst
at work as identified by managers/others
Learning from taking on new and extra
responsibilities as asked by manager
Career Pathways within Early Year
1.4 Describe an organisation’s principles of conduct and codes of practice
Code of conduct Code of practice
Within our code of conduct their are 4 main
areas that we focus on these are:
Care ,
Trust ,
Attitude
and
respect Privacy
Things that these include is ensuring that we
maintain high standard of care we have to make sure
In our setting the code of practice is underlined
in the code of conduct we have to ensure we
adhere by this or disciplinary action will be
taken
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the children are kept safe and in sight at all times,
Adhere to the settings policies and procedures, Being
responsible for our own actions, if disclosure is needed
we must tell a senior member of staff immediately,
show a positive attitude at all time, Be respectful, Be a
positive role model, Be aware of things that are being
shared on social media. If staff fail to adhere to the code
of conduct this could lead to disciplinary action
1.5 Explain issues of public concern that affect an organisation and industry
Public concern on organisations Public concern on the Early Years Industry in general
Childcare Costs Limited Resources Public perceptions
Employees concerns Legislation Media interest
30hours free childcare. Funding Issues
Childcare costs
Children’s safety
1.6 Describe the types, roles and responsibilities of representative bodies and their relevance to
their own role
Ofsted Their role is to inspect childcare premises and to write a report on
how they can improve their level of childcare.
CWDC Children’s workforce development council is an organisation which
delivers every child matters. They do this to ensure employees are
putting a child first when in their role
Sector Skills Council This is an employer-led organisations, they cover specific
industries in the UK. They have four key goals: to support
employers in developing and managing apprenticeship standards. to reduce
skills gaps and shortages and improve productivity.
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Unit 27: Store and Retrieve Information
1.1 Describe systems and procedures for storing and retrieving information
 Transaction processing system (TPS) - Responsible for processing business
transactions.
 Decision support systems - Assists managers in decision making. It uses internal and
external resources to analyse existing information and project the effects.
 Customer relationship management (CRM) systems - Business owners use customer
relationship systems to accumulate and track customer activities, including purchases,
product defects, and customer inquiries.
1.2 Outline legal and organisational requirements for information security and retention
It is important to have rules concerning the security and confidentiality of information,
because it may contain sensitive data such as:
 Personal records
 Payroll records
 Human resources records
 Financial data
In the wrong hands, this information could pose a threat to the business and its customers or be
used to commit fraud, discrimination, and other violations (Hutchens, Block and Young, 2013).
There are laws such as the 1998 Data Protection Act that, if not followed, could lead to legal
action.
1.3 Explain how to create filing systems to facilitate information identification and retrieval
Organisations cannot keep all the information they obtain. Storing wrong or irrelevant
information is of no use and takes up valuable space, making retrieving information more
difficulty.
When making decisions on which information should be stored, the decision will depend
first and foremost on the legal requirements relating to each particular type of information. For
example, legal requirements state that:
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 Human resource records must be retained by an organisation for six years after the end of
a staff member's employment
 Health and safety records must be retained permanently
 Accounts records must be kept for between three and six years, depending on the type of
organisation
1.4 Explain how to use different search techniques to locate and retrieve information
Phrase searching is a useful technique which can increase the relevance of their results.
Sometimes their search may comprise common words which, when combined in an AND search,
retrieve too many irrelevant records. Databases use different techniques to specify phrase
searching
1.5 Describe what to do when problems arise when storing or retrieving information
1. Prioritize Problems
Use the Pareto Principle (80/20 rule) to prioritize problems and separate the trivial many
from the vital few. Sure 100 things are going wrong, but if you can concentrate on the most
important problems first, some of the rest will just go away in the process.
2. Focus on Problems You Control
Sort their issues based on how much control you have in order to focus on problems you
can control. Why worry about problems that are out of their control?
For example: full control, partial control or no control.
Focus first on those problems you have full control over and ignore those you have no
control over. You have to fix their department problems first. Don’t try to solve management
problems in other areas before you have made sure their area is totally under control (Griffith-
Jones, 2013).
3. Utilize Root Cause Analysis
Using a structure problem solving methodology like root cause analysis (RCA) ensures
you are solving the right problem right. If you try to solve management the wrong problems, this
will not help you.
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Unit 32: Produce Minutes of Meetings
1.1 Explain the purpose of different types of minutes and other meeting records
There are various types of meetings. Meetings differ with respect to:
 The number of people attending the meeting
 The purpose of the meeting
 The size of the organisation
 The person chairing the meeting
 The length of the meeting
The basic types of meetings are as follows.
 Standing meeting: This is a meeting that takes place on a regular basis either weekly or
fortnightly with the manager with regards to any project that is in progress. These
meetings last till the completion of the project, and they have general format for agenda
and minutes.
 Topical meeting: A meeting arranged to discuss a particular topic related to work or a
project.
 Presentation: A meeting held generally to inform the team about changes made in
processes and procedures. In this meeting, there is a presenter or two, and at the end the
attendees have the opportunity to ask questions.
1.2 Explain the legal requirements of formal minutes
Minutes should be an exact portrayal of the meeting’s agenda. The structure of the
minutes follows the list of items on the agenda. In order to take minutes in an efficient manner,
you need to have the template ready based on the agenda items. Leave plenty of space to write
down notes as the meeting goes on. This will help you to not get confused and move across items
smoothly as the meeting goes on. Minutes are legal documents that serve as a proof for future
references regarding any discussions made in a meeting (Lucero, Allen, and Elzweig, 2013). The
minutes should contain the title, time, date, place of meeting, names of attendees, apologies,
visitors, items, actions required and date for next meeting. Make sure to write down actions for
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each agenda item and by whom. Minutes have to be accurate, because people will refer to it in
the future, and they should be able to understand exactly what happened in the meeting.
1.3 Describe organisational conventions for producing minutes
I discuss with the chair before the meeting starts to approve on agenda items, and also
regarding any visitors that are attending the meeting. I get advice on time and venue for the
meetings if the regular room where meeting is held is not available. When in doubt, I ask if a
particular discussion needs to be added on to the minutes. I also clarify any technical terms
discussed in the meeting so as to avoid recording wrong information. After the meeting I draft
out the minutes at the earliest possible and get them to be approved by my manager before
distributing them to the members.
1.4 Describe the responsibilities of the minute taker in a meeting
The basic tasks for the minute taker are:
 Taking rough notes that accurately reflect the decisions and discussion that took place
during the meeting.
 Writing up these notes in an agreed format (whether electronically or in hard copy) so
that information can be easily discerned and communications are clear, thus avoiding any
confusion. Responsibilities and ownership must be clearly indicated within the minutes.
 Copying and distributing the minutes to all relevant people as detailed in the Participants
section.
 Ensuring that a copy is filed appropriately, keeping all minutes together in a file for future
reference.
1.5 Explain why it is important to maintain confidentiality of meetings, discussions and actions
Failure to properly secure and protect confidential business information can lead to the
loss of business/clients.
In the wrong hands, confidential information can be misused to commit illegal activity
(e.g., fraud or discrimination), which can in turn result in costly lawsuits for the employer. Many
states have laws protecting the confidentiality of certain information in the workplace. The
disclosure of sensitive employee and management information can lead to a loss of employee
trust, confidence and loyalty. This will almost always result in a loss of productivity.
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Employee Information: Many states have laws which govern the confidentiality and disposal of
“personal identifying information”
1.6 Explain why it is necessary to record who proposed and seconded suggestions and changes.
Attendance and Accountability
The names of everyone in attendance at the meeting are usually the first things recorded.
This serves two purposes: Absent members can stay in the loop and keep abreast of what they
missed at the meeting, and their absence from this meeting becomes part of the public record.
Reference Purposes
It is especially important to have records to refer back to after a significant amount of
time has passed and people are no longer sure what transpired. New managers find it helpful to
review previous meeting minutes to quickly learn how the organization has been functioning and
to detect patterns in behavior of the participants (Thill and BOVÉE, 2014).
Open Communication
Recording a meeting and making the record available to other interested parties who were not
invited to participate in the meeting is a way to be more inclusive. Although the others might not
have been able to provide their input during the meeting, they can still see how decisions were
made
Unit Title 52:Using email
1.2 Explain methods to improve message transmission
At risual, mailbox restrictions are managed on the two virtual exchange servers we have.
The total size allowed per email is 10MB. Within Outlook, .ost and .pst files are both Outlook
data files. Essentially when Outlook is connected using a POP3 email account, it creates a .pst
file. When Outlook is connected using an Exchange server, it creates an .ost file, however only
when the cached exchange mode is enabled. An .ost file starts as a mirror image of the folders on
the exchange server and works in conjunction with the exchange server during synchronization.
1.4 Explain why and how to stay safe and respect others when using e-mail
When sending an email, there are various options which are to, from, cc and bcc. The
difference between these is when including an email address in the “to” section, the email
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address is sent directly to that/those contacts. When an email address is included in the cc
section, a copy of the email is sent to those recipients, despite being addressed to someone else.
This may be because you are involved/mentioned in the email or it may be relevant to you, or it
may simply be for archiving purposes, like at risual with our support email address. Bcc is
exactly the same as cc except the receiving recipients will not be able to see that you have sent a
copy of the email to the addresses in the “bcc” section. The “from” section simply states who the
email is from.
2.4 Explain why, how and when to archive messages
Archiving messages is a useful feature for saving emails with high importance for future
reference, if need be. When you receive an email which has high priority or is important, you can
flag it as important so it can easily be found for future reference by searching for emails that are
flagged or by simply checking the flagged emails section (Jacobson and Tufts, 2013). It is also
good to archive emails and export them so they are saved separately from Outlook and can be
stored on external drives etc in case something were to happen to the computer system. For
example, if a company has loads of receipt emails and invoices it need to store for a long time,
they could be put in an email archive and stored away on a tape or external hard drive for as long
as needed.
2.7 Explain how to minimise e-mail problems
This requires troubleshooting in order to identify what the problem is. You would
normally start off with basic troubleshooting to begin with. For example, if you check logs and
find that emails are unable to send due to not being able to contact the exchange server, a good
call is to ping it in command prompt and check if the server is online in general or whether it is
exchange not responding or giving out errors etc.
Unit Title 54 Resolve customers’ complaints
1.2 Explain how to identify those complaints that should prompt a review of the service offer and
service delivery
Complaints are an important way for the management of an organisation to be
accountable to the public, as well as providing valuable prompts to review organisational
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performance and the conduct of people that work within and for it. A complaint is an “expression
of dissatisfaction made to or about an organisation, related to its products, services, staff or the
handling of a complaint, where a response or resolution is explicitly or implicitly expected or
legally required” 1 . As a matter of guidance, complaints can be made directly to an organisation
by members of the public and/or customers, or through alternative pathways such as to Members
of Parliament or statutory officers but otherwise about the organisation
1.3 Explain negotiating techniques used to resolve customers’ complaints
Concentrate solely on what the customer is telling you. Make notes of the key facts and
their concerns, so that you have a record of the conversation to refer to in the future (John,
Knyazeva and Knyazeva, 2015).At the appropriate time during the conversation, when there is a
natural pause for example, recognise the level of distress this may have caused them.You may
also need to empathise with the complainant concerning the failure to deliver the level of service
expected, where appropriate. Remember to seek permission from a customer who is very angry,
to ask questions. As a result, you can then collect all of the facts needed to understand what has
happened and to identify how best to resolve the situation.
1.4 Explain conflict management techniques used in dealing with upset customers
Also known as competing. An individual firmly pursues his or her own concerns despite
the resistance of the other person. This may involve pushing one viewpoint at the expense of
another or maintaining firm resistance to another person’s actions.
Examples of when forcing may be appropriate
In certain situations when all other, less forceful methods, don’t work or are ineffective
When you need to stand up for your own rights, resist aggression and pressure
When a quick resolution is required and using force is justified (e.g. in a life-threatening
situation, to stop an aggression)
1.5 Explain organisational procedures for dealing with customer complaints
Listen
If a customer or employee airs a concern, listening is important. It lets the person know you
value his business and will actually respond.
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Fix the Immediate Problem
If possible, take care of the customer's problem immediately. This may mean you'll have to trust
an employee or supervisor to do the right thing. Have a chain of command in place but give the
lower levels enough leeway to fix the problem right there.
Apologies and Thanks
A customer or employee values a company that owns up to its lapses and apologizes
Getting to the Root
Once the customer's problem is taken care of, find out why it happened (Hartman, DesJardins
and MacDonald, 2014).
Preventive Measures
Once you chase down the source of the problem, implement any changes for the long term.
Quality and Service are Paramount
The customer does not care why the problem developed and doesn't want to hear any excuses.
1.6 Explain when to escalate customers’ complaints
A customer escalation is a scenario where a customer is not pleased with an employee
interaction and wants someone at a higher level within the company to resolve the complaint.
Escalations should be taken seriously, because this means you have an irate or agitated customer
on your hands.
1.7 Explain the cost and regulatory implications of admitting liability on the basis of a
customer complaint
Explain conflict management techniques used in dealing with upset customers. 1.5.
Explain organisational procedures for dealing with customer complaints. ... Explain the cost and
regulatory implications of admitting liability on the basis of a customer complaint.
1.8 Explain the advantages and limitations of offering compensation or replacement products
and/or services
In some cases, offering customers compensation is a legal obligation. For example, if
your product is faulty, you are legally required to offer a refund, replacement or repair to
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customers. Consumers have up to six years to claim compensation in this way (Hutchens, Block
and Young, 2013).However, aside from the legal minimum, you could additionally offer
customers vouchers, free delivery or money-off tokens for future purchases. Equally, gift tokens
or flowers could be a compensatory gesture of goodwill.
2.4 Explain the advantages and limitations of different complaint response options to
customers
Complaining customers have a perception that somehow their needs and expectations
were not met. Acknowledging their concern is the first step in diffusing the emotion of an upset
customer.
One of the most difficult aspects of listening to complaints is having the ability to separate
yourself from the issue (Lucero, Allen and Elzweig, 2013). When someone is yelling at you, it is
difficult to not take it personal. However, it is important to remember that the complaint is not
about you; it is about a perception of a need that was not met.
2.5 Explain the advantages and limitations of different complaint response options to the
organisation
When listening to a complaining customer, keep your facial expressions and responses as
positive as possible. Do not do anything that could cause more emotional response and make
matters worse (Griffith-Jones, 2013). Be as pleasant as possible as you try to resolve the issue
for the customer.For example, think about your facial expressions and don’t inadvertently add
fuel to the fire by having an uncaring smirk on your face.
CONCLUSION
In this report, it is concluded that offering customers compensation is a legal obligation.
For example, if your product is faulty, you are legally required to offer a refund, replacement or
repair to customers.
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