Statistics

Student Name

Institution

Date
 Introduction

In decision making, organization relies on their past experiences in the industry and the
current market analysis about their products (Iverson, 2014). This enables these organizations
to come up with significant decisions in different fields of their operations. In these analyses
different factors that may affect the markets, data collection, analysis and interpretation
becomes a crucial function to consider (Hill & Pitt, 2016). Therefore, in the analysis of this
report on two call Centres which operate to sort out complains about customer needs,
different statistical tools will be used to inference the possibility of better decisions in the
organization.

Dataset Description

The variables involved in this report include; the Median Call Time, Number of Complains,
Original Staff/replacement, Median calls time above minutes.

From the call centre 1; the analysis of the Median call time and Number of complains raw
data is as follows.

Median Call Time

Original Staff Replacement
Mean 3.343061224 2.928512397
Standard 0.398141062 0.364336523
deviation
Variance 0.158516305 0.132741102

The average call time from the data is 3.343 for the original staff and 2.926 for the
replacement. The standard deviation and variances in the above table helps to analysis the
aggregate deviations from the mean (Parrill, McKim & Grogan, 2019).

Number of Complaints
Original Staff Replacement
Mean 33.29591837 29.28099174
Standard 4.426278565 4.039849709
deviation
 Variance 19.59194193 16.32038567

In the description of the number of complaints raw data, the average number of complaints is
33.296 for the Original staff and 29.281 for the replacement. The standard deviation does not
gather any significant difference from the two staffs.

On the other hand, in call centre 2 the dataset description is as follows;

Median call Number Of Complaints

time
Original Replacement Mean 33.55652174 2.816504854
Mean 3.35008695 2.816504854 Standard 4.917193795 4.361029385
7 Deviation
Standard 0.38081513 0.329703683 Variance 24.17879481 19.0185773
deviation 6
Variance 0.14502016 0.108704518
8

The description of the data from the tables above is not much different from the call centre 1
as the means and other statistical measures show that there is no much difference from the
first case.

The Average Median Call time for the original staff is 3.35 while that of the replacement staff
is 2.817.

From the two cases, the analysis shows that Call Centre 1 has had a higher average Median
Call Time for the Original Staff compared to the Call Centre 2 which has a higher Median
call Time of the Replacement Staff compared to the Call Centre 1.

Statistical Analysis and Findings.

This will consider the comparisons of the variables from the two Call Centres that will
attribute to managerial decision making of the organization about the staffs.

Relationship between Median Call time and Number of Complaints

Call Centre 1

45

40

35 Median call time

number of complaints
30

25

20

15

10

0
1 14 27 40 53 66 79 92 105118131144157170183196209

The relationship between these two variables in call centre 1 shows that the number of
Complains are limited if the median call time is increased. This is an inversely proportional
relationship which is beneficial to the organization. Regardless of the staffs which are in
operation, the relationship between the two variables remains constant. The managerial
objective in the analysis of these two factors is achieved by increasing the call span in the call
Centre 1.

Call Centre 2

Graphical representation
 50
45
40
35
30
25 Median call time?
number of complaints?
20
15
10
5
0
1 12 23 34 45 56 67 78 89 100 111 122 133 144155166 177 188 199210

The skewness of the data in this call Centre is high and therefore the relationship between the
variables deduces crucial inferences in the organization (Verducci, 2010). Firstly, the effect
of the median call time to the number of complaints in the firm remains constant as in the call
Centre 1. The variables shows that inversely related data which increases the economic
benefit in an organization.

The graph shows high depression rates from time to time which has been majorly affected by
the changing staff. The management believes that the replacement staff will be of great
benefit in increasing the call durations compared to the original staff which is validated by
the analysis of the data provided.

Comparing the two Call centres, Call Centre 2 analysis shows high levels of decrease I the
complainants’ rates than call centre 1.

Relationship between the Staffs and Median Call Time

Call Centre 1

Graphical analysis of the data;

 4.5
4
3.5
3
2.5
2
1.5
1
0.5
0
1 4 7 101316192225283134374043464952555861646770737679828588919497

The relationship between the variables Original staff and Replacement Staff compared to the
operations under median call time is as shown in the above graph. The representation shows
that the original staffs have a lower aggregate median call time compared to the replacement
staff. The margins between the highest and the lowest median call time are high in the
replacement staff. This observation initiates a managerial decision to change the staff in the
call centre 1.

Call Centre 2,

Analysis of the variables

4.5
4
3.5
3
2.5
2
1.5
1
0.5
0
1 7 13 19 25 31 37 43 49 55 61 67 73 79 85 91 97 103 109 115

A comparable relationship between these two variables is of great importance in the

organizational functioning (Sandur, 2017). In this Call centre 2, there is a large marginal
difference between the two staffs compared to call centre 1. In addition, as shown in the
graphical representation in call centre 1, the replacement staffs seems to have an effect in
increasing the median call time compared to the original staff.
Therefore, the two call centres needs adjustment in the staff operations to induce changes in
the solving of complaints. Moreover, the increase in the median call time has an impact in the
two call centres comparatively.

Relationship between the Staffs and Number of Complaints

Call centre 1

Below is a Variable representation and comparison between the two staffs and the number of
complaints.

45
40
35
30
25
20
15
10
5
0
1 4 7 101316192225283134374043464952555861646770737679828588919497

In general, the objective of the firm is to reduce the number of complains that it receives
from the customers. The above comparison between the Original staff and Replacement staff
on the basis of number of complaints shows the effectiveness in management of the staff
(Parrill, McKim & Grogan, 2019). The original staffs are shown to have high compliance
rates compared to the replacement staff. The effect is directly proportional to the median call
times in the call centre 1.

Call Centre 2

In the call centre 2, a different approach between the two staff is shown in the representation
below;
 50
45
40
35
30
25
20
15
10
5
0
1 6 11 16 21 26 31 36 41 46 51 56 61 66 71 76 81 86 91 96 101 106 111 116

The Replacement staffs have more comparatively increased number of complaints compared
to the original staff in the same graph. This difference has been brought about by the
decreased average median call periods in the raw data provided compared to that of Call
Centre 1. However, the relationship[p between the two variables of the number of complaints
and the median call time remains constant in the comparative approach in the same call
centre.

Comparing the operations of the two call centres in the organization they both aim to
decrease the number of complains in general through increasing the median call time (D'Elia
& Piccolo, 2005). Therefore, the organization should at largely consider replacing the
original staff with a new staff that will achieve the organizational goals. Moreover the
analysis of the other variables will depict a neutral picture in the two different cases.

Conclusion

In the analysis on the above dataset, the two Call Centres are giving comparatively the same
inference from the data given. The different tools which have been used in the analysis
provide a common ground to draw effective decisions in mitigating the complainant’s rates
from the two centres (Malik, 2008). Therefore, the firm should consider changing the whole
staff and replacing it with a new performing staff. More research could be done to utilise
other variables which have not been included in the dataset above to come up with permanent
decision for the two cases.
 Bibliography

D'Elia, A., & Piccolo, D. (2005). A mixture model for preferences data
analysis. Computational Statistics & Data Analysis, 49(3), 917-934. doi:
10.1016/j.csda.2004.06.012

Hill, H., & Pitt, J. (2016). Statistical Analysis of Numerical Preclinical Radiobiological
Data. Scienceopen Research. doi: 10.14293/s2199-1006.1.sor-stat.afhtwc.v1

Iverson, J. (2014). Statistical Form amongst the Darmstadt School. Music Analysis, 33(3),

341-387. doi: 10.1111/musa.12037

Malik, M. (2008). Computational procedures for deriving sampling distributions of attribute-

contaminated random variables. Statistical Methodology, 5(1), 83-91. doi:
10.1016/j.stamet.2007.03.003

Parrill, F., McKim, A., & Grogan, K. (2019). Gesturing standard deviation: Gestures
undergraduate students use in describing their concepts of standard deviation. The
Journal Of Mathematical Behavior, 53, 1-12. doi: 10.1016/j.jmathb.2018.05.003

Priyadharshini, V., & Malathi, A. (2016). Analysis of Process Mining Model for Software
Reliability Dataset using HMM. Indian Journal Of Science And Technology, 9(4). doi:
10.17485/ijst/2016/v9i4/52931

Sandur, A. (2017). Enrichment Analysis for Gene Dataset. International Journal For

Research In Applied Science And Engineering Technology, V(IV), 489-490. doi:
10.22214/ijraset.2017.4087

Verducci, J. (2010). New Era of SAM. Statistical Analysis And Data Mining, n/a-n/a. doi:
10.1002/sam.10068