Service Operations ManagementImproving Service Delivery
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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.
Part 1: INTRODUCTION
1 Introducing Service Operations Management
2 Understanding the Challenges for Operations Managers
Part 2: FRAME
3 Developing and Using the Service Concept
Part 3: CONNECT
4 Understanding Customers and Relationships
5 Managing Customer Expectations and Perceptions
6 Managing Supply Networks and Supplier Relationships
Part 4: DELIVER
7 Designing the Customer Experience
8 Designing the Service Process
9 Measuring, Controlling and Managing
10 Managing People
11 Managing Service Resources
Part 5: IMPROVE
12 Driving Continuous Improvement
13 Learning from Problems
14 Learning from Other Operations
Part 6: IMPLEMENT
15 Creating and Implementing the Strategy
16 Understanding and Influencing Culture
17 Building a World-class Service Organisation
· Operations focused. This book has a clear operations focus and is concerned with managing operations. It explores operational issues, problems and decisions. It exposes students to the problems faced by service operations managers and helps practising managers deal with those issues. Each of the main chapters addresses how to deal with a particular problem or challenge.
· Frameworks and tools. Each chapter provides tools, frameworks and techniques that will help students and managers not only analyse existing operations but also understand better how they can deal with the issues that operations managers face.
· International real world illustrations. Each chapter includes a number of short illustrations from around the world that show how organisations have either identified or dealt with the particular issues being discussed.
· Underpinned by theory. Appropriate theoretical underpinning and developments are included in an unobtrusive and accessible way. References, web links and suggestions for further reading are also provided.
· Managing people. This book contains a significant managing people element, including employees and customers, as well as managing and changing the culture of the organisation as a whole.
· E-service. Information technology, e-service and virtual operations are integrated into the book and their operational implications explored.
· State of the art. The book contains some of the most recent ideas and information, covering in particular world-class service, performance management, service concept, the customer experience and service processes.
· Summaries. Each chapter concludes with a bullet-point checklist summarising the key points structured using the questions at the start of each chapter.
· Questions for managers. At the end of each chapter there are some questions aimed at practising managers, which they can ask of their/an operation. These questions encourage readers to apply the material in the chapter to their situation and allow them to understand better, challenge and improve their service operations.
· Discussion question. Each chapter provides general discussion questions to help students both assess and apply the material to a variety of situations.
· Case exercises. Each chapter (with the exception of chapter 1) concludes with a case exercise suitable for class discussion. The cases are short but focused on the topic and are a rich source of material for debate and development.
· Servops.net is the instructors companion website for our textbook, containing the instructors manual and a range of presentations in PowerPoint and Keynote formats to suit a range of teaching styles, experience and time constraints. The site also makes available a series of video screencasts in which the authors explain their approach to teaching each topic. Servops.net also gives instructors a series of lesson plans and handout designs.
Robert Johnston is Professor of Operations Management at Warwick Business School.
Graham Clarkis Senior Lecturer in Operations Management at Cranfield School of Management and Director of the Executive MBA Programme.
Michael Shulver is a Senior Teaching Fellow in the Operations Management Group at Warwick Business School where he is the Academic Director of the Schools BSc in Management.