Putting the customer first: organisational change at WH Smith

Article Abstract:

Customer service was the focal point of the management organizational changes made in the UK's WH Smith Co. retail operations, a division employing 12,000 people. The changes included rewritten job descriptions and reductions in the number of management job grades. The emphasis shifted to management flexibility and a customer-driven style, a distinct departure from the company's previous process-driven style. Employees facing job losses were offered workshops on managing change. Customer service assistants, the renamed sales staff, were empowered as the number of management levels decreased.

United Kingdom, Management, Retail industry, Retail trade, WH Smith Retail Co.

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Managing employee mental health costs more effectively

Article Abstract:

Health care programmes account for about 50% of US employers pre-tax profits; $75 billion in 1990. Mental health and substance abuse account for in between 20% to 25% of companies health expenditure. Many companies undertake measures, such as limiting insurance payouts and providing employee assistance programmes to reduce overall costs. These are often ineffective. Integrated mental health care offers cost reductions and a viable strategy to cure employees by either contracting out to a managed mental health care firm or establishing an in-house system.

Offices & clinics of medical doctors, Finance, Mental health, Occupational health services

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