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The Training and Development Corporation (TDC) began the redesign of its youth development system with the belief that the center of effort would be local and success would ultimately turn on the capacity of individuals and organizations to transform themselves. TDC's first generation Career Advancement Center (CAC) prototype was in place by 1986. In its most abstract formulation, CAC was a framework--an open-architecture systems approach to planning, organizing, undertaking, and evaluating individual career development programs and transitions. By 1988, a technology platform was being tested that integrated services for each customer, leading eventually to development of TDC's Automated Case Management System. More recently, the youth development experience has been enriched with the introduction of TDC's WORKS Enterprises. The experience of designing and operating CACs demonstrated the following: institutional reform must be guided by the conviction that very high levels of performance are nearly universally possible; virtually all youth have the potential to achieve to very high levels; a different way of conceiving work is needed; and a customer service movement in government means examining what it means to be a customer and vigorously pursing the understanding of customers' needs and circumstances. (YLB)

Descriptors: Career Centers, Career Development, Education Work Relationship, Educational Change, Futures (of Society), Labor Force Development, Postsecondary Education, Secondary Education, Services, Vocational Education, Youth, Youth Programs

Autor: Tetro, Charles G.


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