Filling a key position for Australia post
4MANAGER SALES SYSTEMS AND PROCESS
Manager Sales Systems and Process
Manager Sales Systems and Process
Key Roles and Responsibilities
The Australia Post service operates on the principles of reliability and trustworthiness as provided through the Australia Post Annual Report (2014). In building accountability, it is the responsibility of the employees to ensure the quality of the service, especially in aligning the standards to the demands and requests of the consumers. The organization structure provides the fair division of labor based on knowledge, skills, and experience of the personnel. Following the description of the business including the business model presented in the Australia Post (2014), the manager sales systems and process will perform roles including integrating digital channels in the efficient delivery of services to all communities, expand access to trusted services through providing convenient and secure services, to continually develop the networks and maintain the support services delivered to local communities and organizations and carry out analysis on the current trends in communication in managing both innovative and creative models that meet the client’s needs.
About the responsibilities of the manager of the position, he/she will handle the coordination of activities with other members of the sales systems and process team; contribute to designing solutions about the marketing of the service to the society and ensure that the sales team observe the culture of the organization including safety, accountability, customer focus, and speed of action in performing duties. The individual will conduct a performance evaluation after the completion of a project as means to distinguish areas with an exemplary performance from those that need improvement.
In regards to Chong (2013), managerial skills involve characteristics that enhance the performance of the job. It encompasses both the actions and the behavior of the manager in the effective fulfillment of the assigned job. Therefore, the desired competency for the post includes management skills both in work and staff, dynamic problem analysis and decisiveness, creativity and sensitivity to the demands of the job, adequate communication techniques, persuasiveness, adaptability and stress tolerance, assertiveness, and stress tolerance. Moreover, the manager needs to be competent in the fields of organization and strategic awareness, flexibility, integrity, data collection and interpretation, risk-taking, initiative, and resilience.
In a quest to establish, manage, and maintain long-term work relationship, Gruber, Szmigin, and Voss (2006) identifies that there is need to manage the satisfaction of the customers especially about the complaints. Moreover, there is need to enhance diversity in the workforce to generate more creativity and quality of output. Owing to the frequent customer-employee interactions, the manager heading the sales systems and the process should possess qualities such as motivation, active listening, openness, courtesy, empathy, and friendliness. These skills promote positive relation both internally with the colleagues and externally with the clients. The availability of the qualities will ensure the achievement of consequences such as finding solutions to the complaint, save time, and create a positive working environment. According to Szmigin and Voss (2006), other desired attributes for the post include honesty, equity, reliability, objectivity, accurateness, and calm. The particular qualities generate a trusting relationship which builds the company’s reputation to the public.
Australia Post Annual Report. (2014). About Australia Post. Retrieved from http://auspost.com.au/annualreport2014/about-australia-post.html
Chong, E. (2013). Managerial competencies and career advancement: A comparative study of managers in two countries. Journal of Business Research, 66(3), 345- 353.
Gruber, T., Szmigin, I., & Voss, R. (2006). The desired qualities of customer contact employees in complaint handling encounters. Journal of Marketing Management, 22(5-6), 619- 642.