Managing Service Quality

Sear, AD.

1992 Managing Service Quality

doi: 10.1108/09604529210029065

Discusses the philosophy of Total Quality Management, which embraces the requirements of the customer and personal business goals in a way that is complementary, costeffective and open to constant improvement through realizing employees potential.

Seath, I.

1992 Managing Service Quality

doi: 10.1108/09604529210029074

Describes the way in which a service provider can identify opportunities for improvement, and target such opportunities within a framework of improvement action.

Diffin, Murray

1992 Managing Service Quality

doi: 10.1108/09604529210029083

Outlines the situation regarding European management technology, comparing current systems in Europe with contemporary businesses in Japan and the USA. Discusses in brief the development of management technology in Europe, Japan and America since the end of the Second World War, and stresses the urgency behind the European need to close the gap. Describes some Japanese management practices and explains why Europeans are further behind than the Americans. Suggests that the problem has two faces corporate required development and selfdevelopment and concludes that European managers must learn to act on their own initiative to increase their managerial knowhow.

Seddon, John

1992 Managing Service Quality

doi: 10.1108/09604529210029092

Discusses the concept of attitude as the reason why some quality initiatives fail and some succeed and states that successful change requires both passion and systems. Outlines the analysis of peoples behaviour in organizations, highlighting the necessity of demonstrating a relationship between behaviour and performance. Details three general approaches to change in service organizations, calling them customer fizz, education for all and procedures. Relates the impact of leadership on quality and service programmes, concentrating on the shift from attention to output to attention process. Looks at statements of mission, interunit relations, structure and systems and procedure. Suggests that intelligent leadership requires action as a result of analysis.

Stewart, J. Daniel; Rameli, Daniel

1992 Managing Service Quality

doi: 10.1108/09604529210029100

Outlines the implementation of Total Quality Management at the US Air Force Development Test Centre at Elgin Air Force Base in Florida. Discusses the steps in the implementation process, focusing on management awareness, strategic planning, management implementation and employee training. Details the procedure of cascading the concepts, philosophy, methods and tools of quality management from the top of the organization downwards and relates the timescale necessary to do this.

de Kievit, Dick; FinlowBates, Terry

1992 Managing Service Quality

doi: 10.1108/09604529210029119

Describes a welltested, simple visual aid for determining where a company stands in its TQM implementation process. Provides an example of the processmatrix, discussing the basic elements for quality in terms of commitment, organization, training, system mapping, projects, quality assurance certification, customers and writing work instructions.

Delsanter, Judith

1992 Managing Service Quality

doi: 10.1108/09604529210029128

Outlines the procedures implemented by the US Internal Revenue Service IRS to reduce the potential for errors in the paperwork and alleviate the feast or famine nature of the job. Discusses the background to taxpayerIRS relations in the USA and the problems in 1985 caused by insufficient time to train employees and get to grips with newly purchased computer technology. Details the work of the 54 quality improvement teams formed since 1986, highlighting the large savings made and the organization particularly in tackling the problem of high error rates on tax examiner correspondence to the taxpayers. Reviews the rise in employee empowerment and explains how taxpayers have benefited from the changes.

Esposito, Angelo

1992 Managing Service Quality

doi: 10.1108/09604529210029137

Outlines the total quality programme adopted by the Municipal Services Board ASM in Brescia, Italy, the aim of which is to achieve improvements in performance, both in terms of customer satisfaction and improved productivity. Discusses the main functions, structure and expectations of the ASM and highlights the reasons behind the innovations which began in the early 1980s. Details the experience of ASM before the introduction of the Total Quality programme and after and discusses the reasons that made the programme essential. Suggests that total quality constitutes the only adequate response to external solicitations.

Wells Miller, Bettye

1992 Managing Service Quality

doi: 10.1108/09604529210029146

Discusses the practices of the familyowned Nordstrum company, an American firm which maintains the philosophy of customer service through its sales associates, offering the best service, selection, quality and value. Outlines the company history and structure and details its policy towards employees.

Greenwood, Malcolm

1992 Managing Service Quality

doi: 10.1108/09604529210029155

Discusses how TQM has been included in the new Business Studies syllabus at Bradford Grammar School, and the benefits for both teachers and students. Outlines the components of the London Board ALevel as opposed to the other two available courses. Details the procedure adopted to use TQM as well as teach it, recognizing that the TQM culture would clash with the prevailing culture of English schools, continuing by describing the culture clash. Examines the practical problems encountered, highlighting student expectations, communication skills sponsor firms, assessment of coursework and preparing for exams. Reviews exam results and the students view of the course as the two measures of the success of the course.