Managing Bayside Call Centre: Strategies, Stakeholders, and Performance in the Strategic Network

In this document we will discuss about Managing Bayside Call Centre and below are the summary points of this document:- Bayside Call Centre focuses on maintaining integrity and performance within its strategic network. Key features include awareness of employees, mutual understanding, and relevance to mission and objectives. Key stakeholders include professional experts and technologies that assist in meeting business needs.

Running head: MANAGEMENT
Management of Bayside Call Centre
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Table of contents
Task 2.........................................................................................................................................2
Description of the strategic network and its characteristics...................................................2
Key features...........................................................................................................................2
Key stakeholders....................................................................................................................2
Strategic value........................................................................................................................2
Communication channels.......................................................................................................3
Value and effectiveness of the strategies...............................................................................3
Conflicts within the subgroups...............................................................................................3
Legislations, regulations and policies impacting on the network..........................................3
Application of the procedures related to OHS in terms of strategic network........................3
Task 3.........................................................................................................................................5
Impact of legislations on the strategic network......................................................................5
Principles of interpersonal, group and inter agency communication.....................................6
Communication methods.......................................................................................................6
Conflicts and its causes..........................................................................................................7
Effectiveness of the network..................................................................................................7
References..................................................................................................................................8

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Task 2
Description of the strategic network and its characteristics
Key features
For maintaining the integrity within the network, Bayside Call Centre takes into
consideration, mission and vision statement along with the performance. Typical components
of the vision strategy are awareness of the employees regarding the context and role of the
network; mutual understanding within the employees toward working for the same goals;
relevancy of the network to the identified mission and objectives (Burgess, Connell and
McDonnell 2019). In case of the performance, the vital elements would be teamwork,
consciousness towards the value generated and the investments returns.
Key stakeholders
The business operations of Bayside Call Centre depend on efficient and effective
technologies. In order to make the supplies, professional experts are needed. These
technologies acts assistance in terms of satisfying the needs of automatized business solutions
in case of the stakeholders. According to Taylor (2017), navigating innovative ideas and
experimentation within the systems would be beneficial for the Call Centre to achieve
loyalty, satisfaction and trust from the clients and the customers.
Strategic value
In order to develop strategic value, Bayside Call Centre can adhere to the following
steps:
 Conducting market research for identifying the supportive technologies required
 Preparing budgets for gaining an insight into the relative importance of the cost of the
technologies
 Excavating the cost drivers for each operation

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 Indulging in decision making for controlling the price of the technologies (Harrington
2018)
Communication channels
The channels through which Bayside Call Centre reach the customers are phones.
Email is considered for proposing the solutions of the issues to the higher authorities. Within
this, multichannel IVR would assist in routing the callers to the appropriate departments.
Value and effectiveness of the strategies
Mention can be made of the strategy to reduce the hold time and abandoning calls,
which would enhance the stability in the relationship with the customers. Mudambi and Puck
(2016) opines that conducting value network mapping proves effective in terms of
identifying the internal areas, which needs to be upgraded through effective technologies.
Conflicts within the subgroups
Functional conflicts are inevitable within the workplace of Bayside Call Centre.
Mention can be made of the devil’s advocacy, which might criticize the works allotted to the
employees. Along with this, dialectic method conflicts can be cited, which would degrade the
integrity and coordination within the team members. On the other hand, Newsome et al.
(2015) proposes that for achieving effective solutions, open forums are conducted for
acquiring flexible means of negotiation.
Legislations, regulations and policies impacting on the network
 Computer Misuse Act (1990)
 Communications Act (2003)
 Data Protection Act (1998)
Application of the procedures related to OHS in terms of strategic network
Global Capacity Framework, helps Bayside Call Centre to:

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 Facilitate shared understanding among the employees for occupational health and
safety (Amador and Cabral 2016)
 Positioning OHS professional roles for sustainable integration of the business
practices
Strategic network, which I wish to join
As the Business Development Manager of Bayside Call Centre, the network, which I
would prefer would be enriched in latest and modern technologies. Modern features would be
installed in the systems for executing offshore management. This activity would be beneficial
for me in terms of gaining an insight into the prospective clients, who would contribute in
increasing the sales revenue and profit margin.
Benefits from active membership to the network
Active membership into this network would enhance my awareness about the logistic
operations. Being at a high post would act as a privilege for me in terms of gaining special;
benefits like getting the primary information about the operations. This piece of information
would help me to make estimates regarding the future course of actions. Along with this, I
would get 15% discounts for logging in to the websites for acquiring the drafts of the
business.
Strategies for maintaining the network links
As a Business Development Manager, I think attending target network events would
be the primary activity. This would help me to align the customer needs and the competitive
ambience of the market. Hiring volunteers would be essential in terms of effective
management of the events and the operations. I think offshore management would be
essential for establishing contact with the prospective clients, who would provide financial
aid, assistance and support.

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Key stakeholders and their needs
The key stakeholders within the network are the HR managers, operations managers,
team leaders and the employees. All of them require efficient and effective technologies for
enhancing the productivity. Regular meetings would be conducted for discussing on the
current performance. These meetings would be beneficial in developing the plans for adding
innovation into the infrastructure for penetrating into the foreign markets.
Legislation, regulation and policies relating to the workplace requirements
Gender and disability diversity
1. Equality Act (2010)
2. Sex Discrimination Act (1975)
3. Disability Discrimination Act
4. Human Rights Act
5. Equality Bill
6. Ethical Code of Conduct
Occupation health and safety
1. Occupational Health and Safety Act
2. Reports from Occupational Health and Safety Administration
3. Budgets for Occupational Health and Safety in federal facilities
7.

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Task 3
Impact of legislations on the strategic network
 Commonwealth Human Rights and Equal Opportunities Act- This Act would
help the personnel of the Bayside call centre to preserve the individual rights of the
clients and the customers. As per the arguments of Mangan et al. (2016), mention can
be made of the Right to Information Act, which would clarify the doubts of the
customers regarding the operations and their personal data. Implementation of Equal
Opportunities Act would act as an agent in terms of the preventing the conflicts,
discriminations and harassments.
 Commonwealth Racial Discrimination Act- Enforcement of Racial Discrimination
Act would help the personnel of Bayside Call Centre to mitigate the instances of
racial discriminations. Moreover, Kaplinsky and Morris (2016) argues that this act
would be effective for enhancing the cultural diversity, expanding the scope and arena
of the Call Centre business.
 Commonwealth Sex Discrimination Act- Sex Discrimination Act is needed in the
workplace of Bayside Call Centre for ensuring the protection of the female
employees. Moreover, this Act would be effective for protecting the workers
belonging to other cultures from the instances of racial discriminations (Davies 2016).
 Commonwealth Disability Discrimination Act- This Act is crucial in terms of
ensuring the protection of the workers suffering from disabilities. Within this,
assistance from Human Rights Commission would be effective towards preserving the
individual sentiments of the workers suffering from disabilities.
 Commonwealth Work Health and Safety Act- Accidental policies and insurances
would be implemented by Bayside Call Centre in terms of ensuring the health and
safety of the workers during the duty hours (Mayer and Phillips 2017).

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 Territory Safety Legislations- Local bodies would be consulted by the personnel of
Bayside Call Centre in terms of implementing the territorial safety legislation on the
call centre operations in the remote territories.
Principles of interpersonal, group and inter agency communication
The higher authorities and the managers of Bayside Call Centre need to adhere to the
following principles for indulging in communication with the customers:
 Communication is inevitable- Communication is needed in terms of solving the
critical complexities for enhancing the efficiency within the productivity (Davies
2016)
 Communication is irreversible- Communication once conducted cannot be withdrawn.
Therefore, the personnel need to have a check over the speeches, which they make to
the clients and the customers. This is in terms of preserving their individual
sentiments.
 Communication is complex- Complex communications aggravate the difficulties of
the customers regarding grasping the nature of the business. As it is intended towards
community welfare, therefore, Kaplinsky and Morris (2016) points out that simple
language needs to be used for making the community members understand the context
in which the business is conducted.
 Communication is contextual- Understanding of the context of communication is
crucial in terms of involving the clients and the customers into the business. This
engagement is vital in terms of gaining loyalty, trust and dependence from the clients
and the customers (Mangan, Lalwani and Lalwani 2016).

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Communication methods
For communicating with the clients and the customers, Bayside Call Centre can adopt
the means of phones. Within this, use of multichannel IVR would be effective in terms of
connecting the clients to the respective departments. For this, skilled and efficient personnel
are needed, who would be able to expose spontaneous response, once the customers call.
Along with this, social media can be adopted for informing the customers about the latest
innovations planned. As per the opinions of Amador and Cabral (2016), consultation would
be conducted for gaining effective solution for the complexities encountered by the disabled
customers. Liaison would be adopted for averting the risks and instabilities in case financial
parameters. One-to-one discussions with the employees and customers would be fruitful in
terms of displaying transparency within the business practices. Newsome et al. (2015) is of
the view that this transparency is indicative of gaining trust, loyalty and dependence from the
clients and the customers.
Conflicts and its causes
Like other workplaces, conflicts are inevitable in the workplace of Bayside Call
Centre. Major drive behind this is differentiation of opinion within the employees,
contradicting the aspect of team work. Along with this, Mudambi and Puck, (2016) thinks
that lack of congenial working atmosphere also generates disinterest within the employees
regarding the exposure of productive performance. Open forums and discussions would be
conducted for resolving the critical issues with due consideration to the individual opinions of
the clients and the customers.
Effectiveness of the network
Technologies suffice the need for maintaining the balance between the business
operations of Bayside Call Centre. Frequent experimentation of the systems helps in averting
the risks of malfunctions and virus attacks. On the other hand, Harrington (2018) is of the

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view that adherence to the legislations is assistance in terms of enhancing the efficiency
within the business operations. Alliance with the statutory bodies of law would be effective in
terms of legalizing the business operations.

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References
Amador, J. and Cabral, S., 2016. Global value chains: A survey of drivers and
measures. Journal of Economic Surveys, 30(2), pp.278-301.
Burgess, J., Connell, J. and McDonnell, A., 2019. Finding Their Voice: Call Centre
Employees in a Continuous Service Delivery Context. In Employee Voice at Work (pp. 169-
181). Springer, Singapore.
Davies, R.H., 2016. Value management: Translating aspirations into performance.
Routledge.
Harrington, L., 2018. “Helping you to pay us”: Rapport management in debt collection call
centre encounters. Journal of Politeness Research, 14(2), pp.193-223.
Kaplinsky, R. and Morris, M., 2016. Thinning and thickening: Productive sector policies in
the era of global value chains. The European Journal of Development Research, 28(4),
pp.625-645.
Mangan, J., Lalwani, C. and Lalwani, C.L., 2016. Global logistics and supply chain
management. John Wiley & Sons.
Mayer, F.W. and Phillips, N., 2017. Outsourcing governance: states and the politics of a
‘global value chain world’. New Political Economy, 22(2), pp.134-152.
Mudambi, R. and Puck, J., 2016. A global value chain analysis of the ‘regional
strategy’perspective. Journal of Management Studies, 53(6), pp.1076-1093.
Newsome, K., Taylor, P., Bair, J. and Rainnie, A. eds., 2015. Putting labour in its place:
labour process analysis and global value chains. Palgrave.

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Taylor, P., 2017. The Globalization of Service Work: Analysing the 12 Transnational Call
Centre Value Chain. Working life: Renewing labour process analysis, p.244.