Service operations management : improving service delivery / Robert Johnston, Graham Clark, Michael Shulver.

By:

Johnston, Robert, 1953- [aut]

Contributor(s):

Material type: Text

TextPublication details: Harlow : Financial Times Prentice Hall, 2012.Edition: Fourth EditionDescription: xxii, 462 pages ; 27 cmISBN:

0273740482 (paperback)
9780273740483

Subject(s):

DDC classification:

658 JOH

Holdings
Item type	Current library	Call number	Copy number	Status	Date due	Barcode
Standard Loan	Moylish Library Main Collection	658 JOH (Browse shelf(Opens below))	1	Available		39002100590174

Enhanced descriptions from Syndetics:

This international market-leading book, aimed at both students and practising managers, provides a comprehensive and balanced introduction to service operations management. Building on the basic principles of operations management, the authors examine the operations decisions that managers face in controlling their resources and delivering services to their customers.

Previous edition: published as by Robert Johnston and Graham Clark. 2008.

Includes bibliographical references and index.

Table of contents provided by Syndetics

Preface (p. xiii)
New features for this edition (p. xvi)
Case Examples (p. xvii)
Authors' acknowledgements (p. xix)
Publisher's acknowledgements (p. xx)
About the authors (p. xxi)
Part 1 Introduction (p. 3)
Chapter 1 Introducing service operations management (p. 4)
1.1 Introduction (p. 4)
1.2 What are services? (p. 5)
1.3 What is 'service'? (p. 6)
1.4 What is service operations management? (p. 12)
1.5 Why is service operations management important? (p. 15)
1.6 Summary (p. 17)
1.7 Discussion questions (p. 18)
1.8 Questions for managers (p. 18)
Suggested further reading (p. 18)
Useful web links (p. 19)
Notes (p. 19)
Chapter 2 Understanding the challenges for operations managers (p. 21)
2.1 Introduction (p. 21)
2.2 What are the key strategic challenges faced by service operations managers? (p. 22)
2.3 What are the key tactical challenges faced by service operations managers? (p. 25)
2.4 What are the challenges for different types of services? (p. 30)
2.5 What are the challenges for different types of processes? (p. 35)
2.6 What are the challenges in working with other management functions? (p. 38)
2.7 How can this book help? (p. 39)
2.8 Summary (p. 40)
2.9 Discussion questions (p. 41)
2.10 Questions for managers (p. 41)
Case Exercise: Sky Airways (p. 41)
Suggested further reading (p. 43)
Useful web links (p. 43)
Notes (p. 43)
Part 2 Frame (p. 45)
Chapter 3 Developing and using the service concept (p. 46)
3.1 Introduction (p. 46)
3.2 What is a service concept? (p. 47)
3.3 How can managers use the service concept? (p. 53)
3.4 Summary (p. 61)
3.5 Discussion questions (p. 62)
3.6 Questions for managers (p. 62)
Case Exercise: The Sunningtree Golf Club (p. 62)
Suggested further reading (p. 64)
Useful web links (p. 64)
Notes (p. 64)
Part 3 Connect (p. 67)
Chapter 4 Understanding customers and relationships (p. 68)
4.1 Introduction (p. 68)
4.2 Customers, who are they? (p. 69)
4.3 What are the benefits of retaining good customers? (p. 77)
4.4 How can managers develop good customer relationships? (p. 79)
4.5 How can managers develop good business relationships? (p. 86)
4.6 Summary (p. 94)
4.7 Discussion questions (p. 95)
4.8 Questions for managers (p. 95)
Case Exercise: The National Brewery (p. 96)
Suggested further reading (p. 98)
Useful web links (p. 98)
Notes (p. 99)
Chapter 5 Managing customer expectations and perceptions (p. 101)
5.1 Introduction (p. 101)
5.2 What is customer satisfaction? (p. 102)
5.3 What influences expectations and perceptions? (p. 106)
5.4 How can expectations and perceptions be 'managed'? (p. 109)
5.5 How can service quality be operationalised? (p. 115)
5.6 How can managers capture customers' expectations? (p. 120)
5.7 How can a service be specified? (p. 123)
5.8 Summary (p. 124)
5.9 Discussion questions (p. 125)
5.10 Questions for managers (p. 126)
Case Exercise: The Northern Breast Screening Unit (p. 126)
Suggested further reading (p. 128)
Useful web links (p. 128)
Notes (p. 129)
Chapter 6 Managing supply networks and supplier relationships (p. 131)
6.1 Introduction (p. 131)
6.2 What are supply chains and networks? (p. 132)
6.3 What is the role of information and inventory? (p. 135)
6.4 How can supply networks be managed? (p. 137)
6.5 How can managers develop a global network strategy? (p. 153)
6.6 Summary (p. 154)
6.7 Discussion questions (p. 155)
6.8 Questions for managers (p. 155)
Case Exercise: The Regional Forensic Science Laboratory (p. 156)
Suggested further reading (p. 157)
Useful web links (p. 157)
Notes (p. 158)
Part 4 Deliver (p. 161)
Chapter 7 Designing the customer experience (p. 162)
7.1 Introduction (p. 162)
7.2 What is a customer experience? (p. 163)
7.3 How can the servicescape be designed? (p. 167)
7.4 How can managers design the customer journey? (p. 169)
7.5 What is the role of technology in developing the customer experience? (p. 180)
7.6 Summary (p. 186)
7.7 Discussion questions (p. 187)
7.8 Questions for managers (p. 187)
Case Exercise: The Southern Provincial Hospice (p. 188)
Suggested further reading (p. 189)
Useful web links (p. 190)
Notes (p. 190)
Chapter 8 Designing the service process (p. 193)
8.1 Introduction (p. 193)
8.2 Why is service process design important? (p. 194)
8.3 What are the main types of service process? (p. 194)
8.4 How can managers 'engineer' service processes? (p. 206)
8.5 How can service processes be repositioned? (p. 208)
8.6 How can managers harness technology in service process design? (p. 216)
8.7 Summary (p. 220)
8.8 Discussion questions (p. 222)
8.9 Questions for managers (p. 222)
Case Exercise: Banca San Giovanni (p. 222)
Suggested further reading (p. 225)
Useful web links (p. 225)
Notes (p. 225)
Chapter 9 Measuring, controlling and managing (p. 226)
9.1 Introduction (p. 226)
9.2 Why do managers need to measure things? (p. 227)
9.3 What needs to be measured? (p. 228)
9.4 How can managers measure the customer's perspective? (p. 231)
9.5 How can managers measure, control and manage the operation? (p. 235)
9.6 Summary (p. 244)
9.7 Discussion questions (p. 244)
9.8 Questions for managers (p. 245)
Case Exercise: The Squire Hotel Group (p. 245)
Suggested further reading (p. 247)
Useful web links (p. 247)
Notes (p. 247)
Chapter 10 Managing people (p. 249)
10.1 Introduction (p. 249)
10.2 Why is service delivery a pressurised task? (p. 250)
10.3 How can organisations manage and motivate service providers? (p. 255)
10.4 How can customers be 'managed' and motivated? (p. 274)
10.5 Summary (p. 277)
10.6 Discussion questions (p. 278)
10.7 Questions for managers (p. 278)
Case Exercise: The Empress Hotel Group (p. 278)
Suggested further reading (p. 280)
Useful web links (p. 280)
Notes (p. 280)
Chapter 11 Managing service resources (p. 283)
11.1 Introduction (p. 283)
11.2 What is capacity management? (p. 284)
11.3 How can managers balance capacity and demand? (p. 287)
11.4 How is day-to-day planning and control carried out? (p. 295)
11.5 How do organisations manage bottlenecks and queues? (p. 299)
11.6 What happens when managers can't cope with demand? (p. 303)
11.7 How can organisations improve their capacity utilisation? (p. 308)
11.8 Summary (p. 312)
11.9 Discussion questions (p. 313)
11.10 Questions for managers (p. 314)
Case Exercise: Medi-Call Personal Alarm Systems Ltd (p. 314)
Suggested further reading (p. 315)
Useful web links (p. 316)
Notes (p. 316)
Part 5 Improve (p. 319)
Chapter 12 Driving continuous improvement (p. 320)
12.1 Introduction (p. 320)
12.2 How can managers use 'value' to drive continuous improvement'? (p. 321)
12.3 What are the main approaches to continuous improvement? (p. 323)
12.4 How can managers sustain continuous improvement? (p. 337)
12.5 Summary (p. 338)
12.6 Discussion questions (p. 339)
12.7 Questions for managers (p. 339)
Case Exercise: Cranleigh Metropolitan Council (p. 340)
Suggested further reading (p. 342)
Useful web links (p. 342)
Notes (p. 342)
Chapter 13 Learning from problems (p. 344)
13.1 Introduction (p. 344)
13.2 Why do problems occur? (p. 345)
13.3 How can complaining customers be dealt with? (p. 346)
13.4 How can managers use problems to drive improvement? (p. 350)
13.5 How can managers prevent problems occurring? (p. 354)
13.6 Summary (p. 362)
13.7 Discussion questions (p. 363)
13.8 Questions for managers (p. 363)
Case Exercise: Gold Card Protection Service (p. 363)
Suggested further reading (p. 365)
Useful web links (p. 366)
Notes (p. 366)
Chapter 14 Learning from other operations (p. 368)
14.1 Introduction (p. 368)
14.2 What is benchmarking? (p. 369)
14.3 How can benchmarking help organisations improve their performance? (p. 369)
14.4 What are the different types of benchmarking? (p. 370)
14.5 How do organisations go about benchmarking? (p. 375)
14.6 How can quality awards and academic studies help with benchmarking? (p. 381)
14.7 Summary (p. 382)
14.8 Discussion questions (p. 383)
14.9 Questions for managers (p. 383)
Case Exercise: Mumbai Private Bank (p. 384)
Suggested further reading (p. 384)
Useful web links (p. 385)
Notes (p. 385)
Part 6 Implement (p. 387)
Chapter 15 Creating and implementing the strategy (p. 388)
15.1 Introduction (p. 388)
15.2 What is a service strategy? (p. 389)
15.3 How can service provide a competitive advantage? (p. 390)
15.4 How can managers turn performance objectives into operations priorities? (p. 394)
15.5 How can strategy be formulated and developed? (p. 397)
15.6 How can a strategy be sustained? (p. 402)
15.7 Summary (p. 403)
15.8 Discussion questions (p. 404)
15.9 Questions for managers (p. 404)
Case Exercise: Smith and Jones, Solicitors (p. 404)
Suggested further reading (p. 406)
Useful web links (p. 406)
Notes (p. 407)
Chapter 16 Understanding and influencing culture (p. 408)
16.1 Introduction (p. 408)
16.2 Why is understanding and influencing organisational culture important? (p. 409)
16.3 What is organisational culture? (p. 410)
16.4 What are the main culture types and the implications for service delivery? (p. 421)
16.5 What is the influence of national cultures? (p. 423)
16.6 How can managers influence cultural change? (p. 424)
16.7 Summary (p. 429)
16.8 Discussion questions (p. 430)
16.9 Questions for managers (p. 430)
Case Exercise: North Midlands Fire and Rescue Service (p. 430)
Suggested further reading (p. 432)
Useful web links (p. 432)
Notes (p. 433)
Chapter 17 Building a world-class service organisation (p. 434)
17.1 Introduction (p. 434)
17.2 What is excellent service? (p. 435)
17.3 How do organisations go about becoming and remaining world-class? (p. 439)
17.4 How can managers make the business case for service? (p. 446)
17.5 A final word (p. 449)
17.6 Summary (p. 449)
17.7 Discussion questions (p. 450)
17.8 Questions for managers (p. 450)
Case Exercise: Superstore Plc (p. 451)
Suggested further reading (p. 453)
Useful web links (p. 454)
Notes (p. 454)
Index (p. 455)

Author notes provided by Syndetics

Robertnbsp; Johnston is Professor of Operations Management at Warwick Business School.nbsp;

nbsp;

Graham Clarkis Senior Lecturer in Operations Management at Cranfield School of Management and Director of the Executive MBA Programme.nbsp;

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Michael Shulver is a Senior Teaching Fellow in the Operations Management Group at Warwick Business School where he is the Academic Director of the School#146;s BSc in Management.