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Professional service firms differ from other business enterprises in two distinct ways: first they provide highly customised services thus cannot apply many of the management principles developed for product-based industries. Second, professional services are highly personalised, involving the skills of individuals. Such firms must therefore compete not only for clients but also for talented professionals. Drawing on more than ten years of research and consulting to these unique and creative companies, David Maister explores issues ranging from marketing and business development to multinational strategies, human resources policies to profit improvement, strategic planning to effective leadership. While these issues can be complex, Maister simplifies them by recognising that 'every professional service firm in the world, regardless of size, specific profession, or country of operation, has the same mission statement: outstanding service to clients, satisfying careers for its people and financial success for its owners.'
The rapid increase in global services during the last few decades is without doubt one of the most challenging social, cultural, political, and especially economic, forces of our time. Services have supplanted agriculture, manufacturing and resources, as the primary source of international competitive advantage in many countries, providing wealth, employment, and almost unlimited future opportunities for growth, whether in traditional or more innovative forms. This book explores the strategic management of services through an Integrated Services Management Model which links operational, marketing, financial and human resource management functions, within a broad and diverse collection of international, regional, and local service contexts. It contains numerous case examples, student projects and exercises, designed to illustrate common problems and innovative approaches, with a particular focus on the Asia Pacific and Australasian regions.
Managing Local Government Services, 3rd ed. is a comprehensive text on the subject of local government services relevant to local governments of all sizes. This edition is refocused and updated to include the demographic, economic, technology and cultural trends that affect the management of service delivery. New chapters discuss the shift from ¿government¿ to ¿governance,¿ alternative methods of service delivery, community development, and the five management practices that are fast becoming the standard for professional local government management.Each chapter lays out the manager¿s responsibilities in each service area, and provides effective policies, practices, and procedures. Short case examples give you a practical look at the goals, challenges, and solutions in the manager¿s world.
Managing the IT Service Process is the first book of its kind to recognize the truth of IT Service delivery. It takes the overall view of the service management process and links together the elements of service level management, systems availability, costs and benchmarking, and the helpdesk. In the last 5 years there has been a major structural shift in the IT industry with the traditional position of Helpdesk Manager being replaced by a new function of IT Services Manager. The industry is now concentrating on the formulation of an end-to-end service process that replaces the previous norm of several disparate and non-integrated sections in an IT department such as the helpdesk, applications maintenance, operations, development procurement and systems management. Managers are focusing on a totality of management so they can correlate costs and processes and offer their customers an integrated service. Managing the IT Services Process is an instructional manual written by an acknowledged industry expert and includes techniques, charts, methods, case studies and anecdotes to support the text. The author encourages the reader to formulate an end-to-end IT service process by using a step by step approach. The text describes and encourages integration in IT and therefore will be useful for managers involved in the unified process.
`Bill Hollins continues his practical investigation of design in the service sector. In this new book with Sadie Shinkins, he provides a down to earth approach to an important topic in the field′ - Naomi Gornick, Honorary Professor, University of Dundee Guiding readers through each stage in the design and implementation of service operations, this book combines lively examples that are easy to relate to with clearly explained theory. Throughout, chapters contain pedagogical features that will help students to get the most from the ideas and examples being presented in the book. They include: - Chapter objectives; - Short cases; - Student exercises; - Chapter summaries; - Further reading section; - A glossary of key terms.
The book is a collection of perspectives on service and service management written by leading researchers in the field. It considers the range and importance of services, the challenges of managing services and recent contemporary innovations in services and service management.
Services Marketing: People, Technology, Strategy is the eighth edition of the globally leading textbook for Services Marketing by Jochen Wirtz and Christopher Lovelock, extensively updated to feature the latest academic research, industry trends, and technology, social media and case examples.This textbook takes on a strong managerial approach presented through a coherent and progressive pedagogical framework rooted in solid academic research. Featuring cases and examples from all over the world, Services Marketing: People, Technology, Strategy is suitable for students who want to gain a wider managerial view of Services Marketing.
Managing Public Services: Competition and Decentralization is intended for public sector managers to help them assess their situation and assist them to think creatively about different approaches for the future. The book begins on the general principle that business is good and bureaucracy is bad. This topic is followed by detailed studies of organizations, whether these are in a competitive environment, victims of market rhetoric, or in another competitive spectrum. Public sector managers are then encouraged to analyze their own organizations so appropriate actions can be applied into their situation. The extent to which competition is happening is explained, and if competition does not work well, then the concept of decentralization may be adopted. To what extent decentralization can then be used to increase the motivation and commitment of their employees is explained. The authors believe that new ways and methods of working will follow. But, any successes of these changes have to be measured by an important gauge: the impact upon the recipients of the new and improved services. In any undertaking, failures are bound to happen, and the authors suggest that public sector managers should be more tolerant. Finally, the book notes that to achieve delivery of quality service, whether these are for customers or clients, an important approach to managerial action is the design towards a good experience. Public administrators, heads and CEOs of public institutions and private firms, professors and students in public administration, policymakers, and sociologists will find this book valuable.
"This book lays the theoretical foundations for understanding e-services as well as provide real life cases of e-services"--Provided by publisher.