EFFECT OF GOOD/BAD SERVICE

The Navy is definitely affected, either directly or indirectly, by the service you provide to its members. Earlier, we said that bad service causes customers to develop an attitude of resentment. However, seldom do they restrict that attitude toward the person who gave the poor service. Instead, they soon generalize that attitude toward the whole Navy.

Machinery and equipment can be purchased when needed-conscientious, dedicated people cannot. Thus, it is apparent that capable people are the Navy's most valuable asset. As strange as it may seem, the Navy is constantly losing these assets-its capable petty officers. The choice to reenlist or leave the Navy is a personal matter, and the decision usually represents a carefully thought-out career plan. But, in some cases, a member's decision to leave the Navy has nothing to do with careful planning. Instead, the member's decision has resulted from frustration and dissatisfaction with the services the Navy has provided. In these cases, the Navy has lost not only the person but, the investment of expensive training.

You may ask, What can I do about it? My job isn't important! I only perform a personal service or provide for a personal need. THERE ARE NO UNIMPORTANT JOBS!

Few changes are made just for the sake of change. First, a need is recognized, and then new procedures are developed to meet that need. Recognizing a need is also the first step in making improvements in the area of a service. We must understand that even the best of services have room for improvement. With this in mind, everyone involved in providing service must recognize the constant need for improvement.

RECOGNITION OF NEEDS

Before discussing needs, let's first consider the people who have them. Everyone in the Navy has needs. The failure of these needs to be met quite often develops into problems that far exceed the original needs themselves. However, the level of service required to meet their needs and solve their problems varies. For example, experienced senior petty officers require less advice and fewer explanations and interpretations than the less experienced junior petty officers. Since the experienced members know more about the services to which they are entitled, they are less likely to accept poor service. Although all members depend on others for services, new enlistees, their dependents, and new civilian employees probably have the greatest need.

The need for improved services is apparent based on the comments Navy members make. Let's analyze members' desires and feelings as a first step in determining how improvements can be made: . They want to be regarded as individuals.

They feel that, as a person, they are worthy of more attention than that given in a mechanical and routine fashion.

They want to be treated equally, fairly, and with concern for their welfare.

They want to be able to rely on more experienced members for advice and proper action in their behalf.

contact point, skills, and attitude. By no means are these terms new, but for the sake of this instruction, we will define them.

CUSTOMER

First, let's consider the familiar term customer. In your role within the Navy, you are frequently a customer, although you might not think of yourself as one. If you are a member of the service ratings, you may also provide services to customers within the Navy? For the purposes of this manual, we will use the term customer to refer to anyone for whom a service is provided.

Some services offered to customers within the Navy include, but are not limited to, the following:

l Food service

l Health service

l Resale activities

l Information service

l Advice and counseling

Although you may receive some of these services without purchasing them, you are still a customer.

The following are some specific instances in which a Navy member is a customer:

l Going through the dining facility serving line

l Making a claim for travel

Improved human relations is essential if customer service is to improve.

This manual shows how you can respond more helpfully to your shipmates by developing a greater sensitivity to their needs. This manual doesn't provide you with all the answers for interacting effectively with people. However, it does tell you how to deal with the various human relations you will face daily.

More than mechanical skills are involved when you are working with people. Your attitude doesn't affect a machine with which you are working, but it does affect people-they care how they are treated! Although your attitude might affect the quality of your work, it will have the greatest impact on the personnel receiving you service. Your manner, your speech, and the way you perform your job will influence the member's attitude toward you, toward your office, and toward the Navy.