Saved in:
| Title: | Service operations management improving service delivery |
|---|---|
| From: |
Robert Johnston and Graham Clark
|
| Person: |
Johnston, Robert
1953- Verfasser aut Clark, Graham |
| Main Authors: | , |
| Format: | Book |
| Language: | English |
| Published: |
Harlow ; Munich [u.a.]
FT Prentice Hall
2005
|
| Edition: | 2. ed. |
| Series: | Pearson education
|
| Subjects: | |
| Online Access: | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=013196781&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
| Physical Description: | XIX, 496 S. Ill., graph. Darst. |
| ISBN: | 0273683675 |
Staff View
MARC
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Record in the Search Index
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|---|---|
| adam_text | Titel: Service operations management
Autor: Johnston, Robert
Jahr: 2005
Contents
Preface xi
Acknowledgements xv
Publisher s acknowledgements xvii
About the authors xix
part one Introductioi
1 Introduction to service Operations management 3
1.1 Introduction 3
1.2 What is service Operations management? 4
1.3 The challenges facing service Operations managers 11
1.4 Different types of Services 16
1.5 Different types of service processes 22
1.6 Judging the success of a service Operation 25
1.7 The structure of the book 29
1.8 Summary 32
1.9 Discussion questions 33
1.10 Questions for managers 33
1.11 Further reading 34
1.12 References 34
Case exercise: Sky Airways 34
2 The service concept 37
2.1 Introduction 37
2.2 The service concept 38
2.3 The service concept defined 40
2.4 The service concept as a Strategie tool 48
2.5 Focused and unfocused Service Operations 55
2.6 Summary 63
2.7 Discussion questions 64
2.8 Questions for managers 64
2.9 Further reading 64
2.10 References 65
Case exercise: Lilliput Ltd 66
Contents
pari two
Customer arH^i
relarionships ^
3 Customers and relationships 71
3.1 Introduction 71
3.2 Customers and customer segmentation 72
3.3 Customer retention 81
3.4 Managing customer relationships 83
3.5 Managing business relationships 91
3.6 Summary 98
3.7 Discussion questions 99
3.8 Questions for managers 99
3.9 Further reading 100
3.10 References 100
Case exercise: The National Brewery 101
4 Customer expectations and satisfaction 104
4.1 Introduction 104
4.2 Customer satisfaction, service quality and confidence 105
4.3 Customer expectations 112
4.4 Defining expectations - service quality factors 117
4.5 Finding expectations and assessing satisfaction 121
4.6 Managing perceptions 127
4.7 Summary 134
4.9 Discussion questions 135
4.9 Questions for managers 135
4.10 Further reading 135
4.11 References 136
Case exercise: The North County Breast Screening Unit 137
5 Managing supply relationships 141
5.1 Introduction 141
5.2 Types of supply relationships 142
5.3 Managing service supply chains 143
5.4 Managing through intermediaries 155
5.5 Supply partnerships 159
5.6 Service-Ievel agreements 162
5.7 Summary 164
5.8 Discussion questions 165
5.9 Questions for managers 165
5-10 Further reading 165
5-11 References 165
Case exercise: The Regional Forensic Science Laboratory 166
vi
Contents
part three Service
6 Service processes 171
6.1 Introduction 171
6.2 Service processes and their importance 172
6.3 Understanding the nature of service processes 184
6.4 Engineering service processes 198
6.5 Controlling service processes 203
6.6 Repositioning service processes 207
6.7 Summary 215
6.8 Discussion questions 216
6.9 Questions for managers 217
6.10 Further reading 217
6.11 References 217
Case exercise: Computer Services Limited (CSL) 218
7 Service people 220
7.1 Introduction 220
7.2 Understanding the pressures on service Providers 221
7.3 Managing and motivating service Providers 227
7.4 Managing customers 249
7.5 Summary 251
7.6 Discussion questions 252
7.7 Questions for managers 252
7.8 Further reading 252
7.9 References 253
Case exercise: The Empress Hotel Group 254
8 Resource utilisation 256
8.1 Introduction 256
8.2 Capacity management 257
8.3 Operations planning and control 266
8.4 Managing bottlenecks and queues 270
8.5 Managing the coping zone 276
8.6 Improving resource utilisation 281
8.7 Summary 286
8.8 Discussion questions 287
8.9 Questions for managers 287
8.10 Further reading 288
8.11 References 288
Case exercise: Medi-Call Personal Alarm Systems Ltd 289
VII
Contents
9 Networks, technology and information 291
9.1 Introduction 291
9.2 How networks, technology and information are
transforming service 292
9.3 Managing physical and Virtual networks 297
9.4 Managing technology and information flows 310
9.5 Integrating networks, technology and information 322
9.6 Summary 325
9.7 Discussion questions 325
9.8 Questions for managers 326
9.9 Further reading 326
9.10 References 326
Case exercise: The North Island Hospital 327
part tfour Pei^rmance^aTiagement
331
10 Performance measurement
331
10.1 Introduction 32
10.2 The purpose of Performance measurement
10.3 A balance of measures
10.4 Interlinking .
10.5 Targets and rewards
10.6 Benchmarking
10.7 Summary
10.8 Discussion questions
10.9 Questions for managers
10.10 Further reading 35
10.11 References 356
Case exercise: The Squire Hotel Group °
11 Linking Operations decisions to business
Performance 359
11.1 Introduction 359
11.2 The relationship between operational decisions and
business Performance 3^u
11.3 The service Performance network 362
11.4 Key stages in developing a network 369
11.5 World-class service 372
11.6 Summary 380
11.7 Discussion questions 381
11.8 Questions for managers 381
11.9 Further reading 382
11.10 References 382
Case exercise: Superstore Plc 384
VIII
Contents
12 Driving operational improvement 386
12.1 Introduction 386
12.2 Approaches to operational improvement 387
12.3 Service recovery 395
12.4 Service guarantees 407
12.5 Summary 414
12.6 Discussion questions 414
12.7 Questions for managers 415
12.8 Further reading 415
12.9 References 415
Case exercise: Gold Card Protection Service 417
part five Managing Strategie change
13 Service strategy 423
13.1 Introduction 423
13.2 Service strategy 424
13.3 Service as competitive advantage 426
13.4 Turning Performance objectives into Operations priorities 430
13.5 Strategy formulation and development 434
13.6 Sustaining a strategy 439
13.7 Summary 440
13.8 Discussion questions 440
13.9 Questions for managers 441
13.10 Further reading 441
13.11 References 441
Case exercise: Smith and Jones, solicitors 442
14 Service eulture 445
14.1 Introduction 445
14.2 Understanding organisational eulture 446
14.3 Types of eulture 456
14.4 National eultures 458
14.5 The management of change and Service delivery 461
14.6 Summary 465
14.7 Discussion questions 466
14.8 Questions for managers 466
14.9 Further reading 467
14.10 References 467
Case exercise: Security Alarm Systems Ltd 467
15 Operational complexity 470
15.1 Introduction 470
15.2 What is complexity? 471
ix
Contents
15.3 Operational consequences of complexity 475
15.4 Summary 477
15.5 Discussion questions 478
15.6 Questions for managers 478
15.7 Further reading 478
15.8 References 478
Index 480
Supporting resources
Visit www.pearsoned.co.uk/johnston to find
valuable online resources
For instructors
• Complete downloadable Instructor s Manual
• PowerPoint slides that can be downloaded and used as OHTs
For more Information please contact your local Pearson Education
sales representative or visit www.pearsoned.co.uk/johnston
|
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| spellingShingle | Johnston, Robert 1953- Clark, Graham Service operations management improving service delivery Service industries Management Management (DE-588)4037278-9 gnd Dienstleistung (DE-588)4012178-1 gnd |
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| title | Service operations management improving service delivery |
| title_auth | Service operations management improving service delivery |
| title_exact_search | Service operations management improving service delivery |
| title_full | Service operations management improving service delivery Robert Johnston and Graham Clark |
| title_fullStr | Service operations management improving service delivery Robert Johnston and Graham Clark |
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| title_short | Service operations management |
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| title_sub | improving service delivery |
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