please help me to answer the questions that are based on the following case study Two years ago, the State Department of Economic Development created the Business Service Group to provide services to out$-$of$-$state businesses that were considering relocationg in the state. Another key aspect of the group was to help those businesses who had recently relocated get settled and operating as quick as possible. In that two year period, the Business Sercice Group put together a good record of helping more than $35$ businesses move into the state effectively.

The Business Service Group was staffed with a complement of a department manager and $5$ Business Development specialists, along with some secretarial and clerical support. The job of the Business Development specialists consisted principally of contacting and working with appropriate personnel in each business to identify the kinds of information or help they needed, then making sure that the correct assistance came. The specialists also served as $$trobleshooters$$ for the business whenever there were problems with the $$bureaucracy$.$ Specialists were responsible for keeping these businesses happy and efficient. As such, the specialists needed to be imaginative, persistent and self$-$driven. Each specialist had a quota of contacts and services to make each month.

Charles Thompson was initially made acting supervisor of the Business Service Group after the hasty departure of the previous Department Manager. After three weeks of keeping things running, he was promoted to manager. Charles originally was hired as a specialist. Six months ago, he was transferred to another related department to serve as assistant manager. When Charles learned that he was moving back to the Business Service Group, he was very happy because he would be reunited with the people wit whom he used to work. In fact, Charles had worked with all five of them to some degree whule he was in Business Services.

John Willis, now the senior specialist, joined the Business Service Group the same day Charles did. In fact, they had come from the same department to join Business Services. Suzy Harris and Barbara Garrett became specialists shortly thereafter. For most of the time that Charles was in the Group, these four worked together easily and effectively. As the Business Service Group expanded, Tom Rollins was added. Finally, before Charles transferred, he had a chance to orient and train Malanie Bronson, who had been hired as his replacement.

As a group, these individuals represented a fairly high level of experience in the business services function. Moreover, based upon their record and reputation, they also performed very well. Charles received the batch of complimentary letters sent to the Business Services Group, some of which had been signed by the governor. They worked effectively and creatively on their own with few personnel problems.

In spite of this consistent record, though, Audrey Downs $($Charles$$s new boss and head of Economic Development$)$ felt there was still room for improvement. She explained her thinking to Charles in a luncheon meeting one day, not long after Charles had been promoted to manager. By that time, Charles had seen enough of the Business Service Group$$s operations to agree. One of Audrey$$s major programmes for the entire department was to institute a Service Quality Management programme, and she wanted to start in the Business Services Group. Charles agreed with the idea.

Early the following Monday, Charles called the staff together for a meeting. He told them of Audrey$$s goal of instituting a Service Quality Management programme and that they were selected to begin it$.$ He also told them that in order to move them forward, he was going to do two things effectively, immediately:

$$ Raise their service quotas by $20$ percent

$$ Submit anyone who failed to meet that quota to a formal disciplinary action

The specialists left the meeting without comment, although there was a lot of mumbling in the hallways as they walked back to their desks. Over the next week or so$,$ Charles noticed that they seemed to avoid him and were noticeably cooler to him when he was at hand. He had to make more of an effort to get information and ideas from them, and it seemed that the tone and tenor of the offices became more tense, hostile and somber.

a$)$ How should Charles have responded to his manager$$s interest in starting the Service Quality Management programme? $(10)$

b$)$ Describe the problems Charles is confronted with $(10)$

c$)$ What should Charles do to respond to the problems he is facing?

$(10)$

d$)$ Give an in$-$depth definition of the systems approach to the running of the day$-$to$-$day business activities and how this approach applies to this case study $(20)$