Asus is a blue-chip Company, which was founded in 1990 and it has its headquarters in Taiwan, China. The company has over the years specialized in the production of the mainboard, thereby ranking as the third biggest video card manufacturer and also as one of the international leaders in 3C solutions. In addition, company management has for a long time been engaging in the provision of applications and also innovative products to individuals and industrial companies. Moreover, Asus management has been buoyed by its expansion in over 20 countries and areas in which it has employed at least 0.1 million employees. The company’s product line covers all the 3C products that include video card, optical storage, mainboard, laptop, LCD, smart mobile phone, PDA, and wired/wireless network communication products. From these aforementioned products, mainboard, video card and laptop coins out the entity’s core competency.

2.0 Nature of development

2.1 Purpose of the Asus call centre

Every company in business requires a communication mechanism which is dependable for purposes of running businesses in the most appropriate way. In Asus, the call centre aids in accurately handling of business needs, enquiries and also complaints that emanates from the clients by use of fax and phone. The purpose of a call centre in Asus is to facilitate effective and also direct communication with the clients (Nel, 2011). This has over the years enabled Asus to remain at par with the rising demands and concerns from the customers about their products. The call centre has enabled the company to continue taking into consideration all views arising from the customers thereby increasing their satisfaction. The cordial relationship which has developed over the years has played a significant role with the customers increasing the company competitiveness in the market.

Asus PLC has call centres which operate in three countries, namely UK, USA and China. The company management has adopted a divisional structure and each branch undertakes its own functions that are directed to the company Chief Executive officer located in Taiwan China.

Current Asus organisation structure

2.2 Power and influence and level of decision Making

Asus headquarters in liaison with the two branches the UK Branch and the US branch have been working smoothly with an agenda to realise common goals in the market. Every office has its own rules and regulations towards undertaking operations and customers’ concerns, but all the branches report to the company C.E.O in Taiwan China. Powers within the branch offices UK and the USA are autonomous also Asus has head office in Taiwan, China which harbours the company third call centre. Both USA and UK branch offices have functions similar to those in the company’s head Office and this reveals that the company management has diversed the powers.The company C.E.O acts as the linkage between the entire company operations and offers proper guidance on how to run the business (Harzing & Ruysseveldt, 2004). Power in every entity is crucial because it assists the business leaders in the firm to look at all issues in different angles with the sole objective of coming up with the best solutions. Success in Asus is attributable to resilient leaders who harbour sizeable power in determining the success in the industry.

Influence in Asus team in all branches is epic because the two offices in the UK and USA have been able to serve the two vast markets without problems relating to customer relations. However, the company C.E.O influences all ranges of decisions because the entire management acknowledges that flawed decisions can seriously ruin the company from achieving its goals. This anchoring effect occasionally represents one determinant that has a probability of ruining Asus enviable business operations. Influence in decision making in Asus is impetus process which must link up well with the consumer needs . The influence of decision making level in Asus is highly dependent on analysis of the information and an approach used to choose the best alternative scenario (Kanki et al.,2010).

2.3 Reasons for change

Due to the fact that Asus call centres have been scattered in different markets, the company has been experiencing tethering problems which have become difficult for the management to cope up. One major problem is that the company call centres have been built in three countries that involve a large number of employees and also managers (Rothwell & Kazanas, 2003). The company management has been experiencing cost management difficulties. The other issue is that Asus management faces is that the UK and the US market involve higher taxation rate and wage level compared to China. UK and the US operations for the Asus company leads to higher operation costs, thereby becoming unmanageable for the country. Due to these arising operational costs, the company seeks new ways and strategies of cutting down costs from the US and UK market. The company has thus decided to reduce costs of its operations by reestablishing its call centre (Butler, 2004).

3.0 Planning for Asus call centre

3.1 Reestablishment of a new call centre

In order for the objective of cutting down operational costs problem to materialise, the company has to shut up the two call centres in the UK and the USA branch offices. The operations of the two will be merged with that of China and thus the company will only one call centre. Consequently, the China call centre has to be redefined in terms of operations because the workload will instantly increase. This is because the reestablished China call centre will now be undertaking load of tasks from original call centres which were in the UK and the USA. This will require Asus management to invest tremendously towards ensuring that the new call centre in China is able to handle a wide range of operational challenges arising from the closed call centres in the UK and the US. To achieve this goal, Asus needs to embark on building a call centre which has a strong team and standardised procedures, advanced management ideas and good service attitudes (Mondy et al., 2005). In analyses of the three countries whereby Asus has call centres, China has the lowest tax rate and low wage level and this will enable the company management to undertake stringent measures such as reducing the number of employees upon merging. This plan has high influence towards organisational tasks such as effective planning that can reduce the costs realised in operation of a call centre (Bach& Edwards, 2013).

Below is the expected new look company structure for Asus with one call centre based in Taiwan, China.

3.2 The Process of establishing the call centre

For purposes of re-establishing the call centre, Asus management needs to relook on the approach of recruitment. The company also needs to introduce up to date facilities and at the same time provide adequate training to its employees for quality services. Asus company leaders also need to keep real time communication with the workers in order to learn about the problems that relates to the training and at the same time make adjustments for training content and the methods to be applied.

Process of reestablishing Asus call Centre

3.3 Employee training

Employee training is an essential aspect of the company’s success. Asus management needs to ensure that the new employees who will be adopted for the new restructured China call centre, are able to meet the company goal through their productivity in quality service (Wilson, 2009). For purposes of ensuring that all the employees grasps the needed job skills and are capable of offering high quality services, the company needs to provide three types of training towards its call centre employees namely;

Language training is essential because the new Asus call centre in China will now be handling all the call centre services from different range of customers. This will require the company to introduce training of employees on mechanisms of providing services to customers from different background, areas and nations.
Professional training that includes repairing system of various Asus products and better comprehension pertaining to failure of Asus products.
Service skill training is also essential in Asus because it enables the employees to learn about better ways of making responses and at the same time winning customer satisfaction. Service skill training is much important because it will handle on element how employees should understand on effective ways of communicating with customers who are harsh and at the same time reducing their un-satisfaction.

In the employee training process, Asus needs to note that there range of problems which makes employees to be unsatisfied with the training thereby producing negative training outcomes. Asus management should communicate occasionally with the employees in order to gather relevant information. Realised information can then be analysed by the human resource department in order to make corresponding adjustments towards the training content. In this regard, if a training item has no effect or rather problems, it should be cancelled or adjusted. If a training fails to meet the threshold of performing well in various aspects such as inappropriate ways of teaching, improper content, lack of trainee initiative or weak influence on the work, Asus human resource professionals have the right to either adjust or redesign these aspects. Also, the training content and also the methods can be changed within the appropriate time in order to focus on better outcomes.

4.0 Timing of implementation

The reestablishment of Asus company call centre will follow a well drafted timing in which the company C.E.O will give direction. Primarily, Asus needs to seek professionals who harbour relevant experience and this might take a period not less than two months. In the process of seeking talents, the company should articulate on appropriate ways of developing service standards that need to be developed and at the same time imposed on employees and this requires another duration not less than two months to complete the task.

In training sessions, Asus should work on keeping timely communication with all its employees in order for them to learn about their perceptions before the management embarks on making the necessary adjustments of training progress and content. Also, in addition, all the Asus group original facilities should be regenerated to include a canteen, the equipments and rest room. The entire activity requires a period not less than three months.

Implementation of the task is expected to take nine months as shown in the table below

	09/2014	10/2014	11/2014	12/2014	1/2015	2/2015	3/2015	4/2015	4/2015
Recruit professionals
Regenerate facilities
Develop service standards
Employee training
Communication

5.0 Cultural diversity issues

5.1 Foreseeable cultural differences

Since the UK, USA and China possess cultural differences, it is worthy to note that the employees in the new call centre face problems arising from cultural gap. In this regard, daily operation of the organisation will be threatened if these issues and problems are not solved. Poor call centre for Asus will eventually lead to strong dissatisfaction from the customers. Some of the possible cultural differences are; Firstly, there is a huge language difference that exists between China with the USA and the UK. Most Chinese employees are not fluent in English because of insufficient training, especially in the oral English. Most Chinese will have difficulties in communicating in English with clients from both the US and the UK. As a result, poor communication will cause slow communication progress, thereby reducing Asus group work efficiency. It is also worthwhile to note that language barrier might lead to the emergence of communication problem thus inaccurate decision making (Hofstede, 1980).

Secondly, both British and American people tends to empower their subordinates whenever solving problems, whereas the Chinese prefers giving instructions towards their followers. In this regard, the Chinese would always be waiting to give instructions and consequently take actions. This is because of fearing their decisions might prove to be wrong in a way that influences Asus negatively. In contrast, British and American people might assume that the issues or problems have high intensity of threatening organisation benefits during the span of waiting for instructions. Thus, it is clear that the conflicts arsing from these two sides will eventually reduce the efficiency of work and at the end damage existing peer relationship.

Thirdly, most Chinese people are usually concerned with the collective benefits, whereas those of American and British background in many circumstances reveal stronger attention when it comes to individual benefits (Peter et al., 2008). In circumstances of confronting with issues, most Chinese workers show a strong will of supporting their fellow employees while the foil would be reluctant to share their ideas. This approach will influence the harmony within the workplace and at the same time channel all the difficulties with the Asus management.

Fourthly, Chinese people possess different lifestyles and eating habits in comparison to people from America and Britain. For instance, Chinese people dislike fast food, whereas employees from the USA and UK love fast foods (Peter et al., 2008).

5.2 Employees cultural differences solutions

Cultural differences arising in people working in the same company lead to negative impact towards the campaign for reducing carbon footprint. Therefore, Asus management needs to solve foreseeable cultural difference by undertaking the following four imperative measures;

Asus group management needs to recognise and also acquire the modest attitude towards the cultural difference. The managers need to comprehend and acknowledge that cultural difference is normal, but they do not need to ignore it in fear context.
The company should work on monthly cross- cultural training in order to enable their employees to note all the issues relating to cooperation with people of different culture divide and how to solve arising cultural conflicts within the right time. Furthermore, cross cultural training should inform people on mechanisms of solving various cultural conflicts. Asus in this case scenario can decide to provide training and the same time explain all their cultural contexts.
Asus group management should also irregularly organise various types of gatherings such as outings or sports competition for purposes of facilitating understanding of each other thereby improving on the relationship among the workers.
Asus management also needs to relook on personal needs that employees possess based on their different cultures arising from expectations and requirements for their accommodation and food.

6.0 Managing global staff

After merging USA and UK call centres with that one of Taiwan, China, Asus management needs to re-establish the new call centre in a way that they are able to solve the language barrier whenever call centre employees are interacting with customers. For success to be realised, the company management should embark on employing employees from different cultures in order to fix the vice. The following are measures that Asus group can adopt in order to manage global worker effectively;

Firstly, the new look China Call centre should be in a position to offer cross cultural training to all the international workers. This can be realised by quickly learning and understanding Chinese culture before altering their behavioural norms and thinking patterns. It will also build on improving work efficiency of the new Taiwan call centre. Meanwhile, Asus managers should be expected to observe the global employee work performance from time to time thereby judging on whether their work is under the influence of cultural difference, and if yes, the company needs to seek timely support.

Secondly, Asus management needs to relax about the issue of employee competitive salary and welfare in order to inspire and at the same time retain all the global workers. This approach will enable the global employee to realise more money from Asus and at the same time let them feel valued and recognised. This is a remarkable approach because it enables them to grow a sense of achievement thereby continue to work hard.

Thirdly, it is important to develop clear career planning for the global employees. Asus call centre in Taiwan, China needs now to create a good environment for purposes of learning and developing global workers. This will structure a platform for the Asus to emphasise on employees’ career advancement, assessment of career opportunities and at the same time set career objectives (Martocchio, 2004).

7.0 Financial and economic considerations

Estimation of cost to be incurred in the reestablishment of Asus call centre in China is about five million pounds. From this amount, 01.15 million will be used towards the development and usage of service standards. Recruitment drive which will take a minimum of two months will be at a cost of 0.35 million pounds. Employee training will require at least 1.5 million pounds that will include service skill training, cross cultural training and professional training. The company will also require two million pounds for incorporating new call centre system when purchasing the facilities of restroom and canteen. Lastly, an additional one million pounds is estimated to be involved towards maintenance of normal operation in every year and this is to include electricity, wage, water and rent for an office building.

Cost of items for reestablishment	Budgets (Pounds)
Develop service standards	0.15 Million
Recruitment	0.35 million
Purchase facilities	2 Million
Training	1.5 Million
Expenditure incurred in operation	1 Million
Total	5 million

8.0 Critical analysis of the development process management

Asus Group management requires to focus on time plan of re-establishing the new look call centre in Taiwan China. It requires to note that the tasks and rate of operation will now increase radically. The company needs to monitor and analyse every stage of call centre reestablishment closely for purposes of ensuring that sizeable results have materialised. Working within the set deadline will enable the company to realise development process management.

9.0 Conclusion

It is worthwhile to note that the strategy of Asus management to close its USA and UK call centres and incorporate them with the one with their headquarters in Taiwan China is incredible decision. The company will be able to handle skyrocketing operational costs of running call centres in the US and UK whereby taxation and the rate of wage is high compared to that of China. Reestablishment of a call centre in the Taiwan, China will enable the management to run the company with ease. However, according to the findings, Asus management will encounter cultural differences and the company will require to implement proper training for purposes of addressing the issue. Asus management also needs to embark on ways of handling a global employee in terms of cross cultural training, competitive wage and welfare issue and development of clear career planning towards its global employees. Asus management also needs to configure the entire cost for reestablishment which in estimates is about five million pounds.

References:

Bach, S., & Edwards, M. R. (2013) Managing human resources: Human resource management in transition. Hoboken, N.J: Wiley.

Butler, D. L. (2004) Bottom-line call centre management: Creating a culture of accountability and excellent customer service. Oxford: Butterworth-Heinemann.

Harzing, A, W., & Ruysseveldt, J. (2004) International human resource management. London: Sage Publications.

Hofstede, G. (1980) Culture’s Consequences: International Differences in Work Related Values. Canada: Sage, Beverly Hills.

Kanki, B. G., Helmreich, R. L., & Anca, J. M. (2010) Crew resource management. Amsterdam: Academic Press/Elsevier.

Martocchio, J. J. (2004) Research in personnel and human resources management. Amsterdam: Elsevier JAI.

Mondy, R. W., Noe, R. M., & Gowan, M. (2005) Human resource management. Upper Saddle River, N.J: Pearson Prentice Hall.

Nel, P. S. (2011) Human resources management. Cape Town: Oxford University Press.

Peter, J., Dowling, Festing, M. & Engle, A.D. (2008) International Human Resources Management, London: Thomson Learning, pp. 215.

Rothwell, W. J., & Kazanas, H. C. (2003) Planning and managing human resources: Strategic planning for human resources management. Amherst, Mass: HRD Press.

Wilson, J. P. (2009) The call centre training handbook: A complete guide to learning & development in contact centres. London: Kogan Page.

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Contents

1.0 Background of Asus call Centre