Businesses that want to keep pace with the change and time are establishing new departments. Through those departments the business can take decisions and actions rapidly and so that they can keep themselves updated. However, this situation can cause inconsistencies between managers and departments working with multi-departments such as hotel businesses in service industry. This paper provides an extensive literature review aiming to present and discuss models and methods of how the perceived service quality has been and should be studied and handled. By doing so this paper supports both academia, by providing a review of the service quality literature, and industry, by summarizing landmark studies that can be used as benchmark for daily operations and/or company strategies.
This book explains in straightforward operational terms how child and adolescent mental health services (CAMHS) can best be delivered. That means services organised in ways that children, families and other agencies can understand, that are as local to the child and family as possible, that are helpful to educational, social, voluntary and other partner agencies and that allow clear commissioning processes. The operation of each of the four tiers of service provision is clearly described with specific examples at each tier. Much has changed since the first edition in 2003. There have been many government initiatives aimed at the welfare of children that have been incorporated into this book, which has broadened its scope to cover more children with many different difficulties and in many different predicaments. Those providing, working with and commissioning CAMHS will find this book an indispensible guide
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"Contains practical guidance for managing sounds savings operations for small and rural depositors. The book addresses two types of institutions: microfinance institutions and mainstream banks"--Provided by publisher
Total quality management; evolution, models and frameworks -- TQM and design -- TQM and organisation -- TQM and purchasing and supply management -- Statistical process control -- The six sigma approach -- TQM and advanced manufacturing technology and systems -- TQM and the customer -- Toolkit for TQM -- Quality management systems -- Concurrent implementation of QMS, EMS and OHSAS; integrated management systems
Artificial intelligence service agents (AISA), such as chatbots and virtual assistants, are becoming increasingly pervasive in service. Research to date has not adequately addressed how the unique nature of AISA shape consumers' service quality expectations. A deeper understanding of AISA service quality is important for their successful deployment in the service sector. To address this gap, we reviewed marketing and information systems literatures and conducted qualitative in-depth interviews with 37 informants, inclusive of 28 AISA users and nine AISA experts. We developed a conceptual framework for how consumers use and evaluate AISA. Twelve service quality dimensions emerged from the qualitative evidence representing AISA service quality, two of which align with AISA's unique characteristics. The study extends the service quality theory to a new context and offers fresh insights for theory and practice. It culminates with a research agenda to advance research on AISA service quality.
PurposeThis study seeks to conduct an empirical analysis of the association between the dimensions of O'Reilly et al.'s organizational culture profile (OCP) measure with the extent of use of total quality management (TQM) practices, measured using Kaynak's four core TQM practices (quality data and reporting, supplier quality management, product/service design, process management). In addition, the study examines both the direct and indirect association of Kaynak's four core TQM practices with operational (quality and inventory management) performance.Design/methodology/approachThe study uses data obtained from a survey of 364 business units encompassing both the manufacturing and service industries in Australia.FindingsThe findings suggest that the cultural dimension teamwork/respect for people is the most important factor in enhancing the use of TQM practices, while more outcome oriented and innovative business units were also found to use TQM practices to a greater extent. While all four TQM practices were found to be interrelated, only three of the factors (supplier quality management, process management, and quality data and reporting) were found to help to achieve the operational performance goals.Practical implicationsA major implication of this study is that managers need to recognize the interdependencies between the core TQM practices and their relationships with operational (inventory management and quality) performance. Furthermore, the findings assist organizations by providing guidance as to the organizational culture that is conducive to TQM, thereby contributing to the achievement of desired operational outcomes.Originality/valueThe paper uses O'Reilly et al.'s OCP to empirically examine the association between organizational culture and TQM. In addition, the paper provides an insight into the multidimensionality of TQM practices and their effect on operational performance in Australia.
The author reports on the strategies and structures used by family service agencies. Niche theory informed the hypothesis that size differences among these family service organizations would be associated with programmatic and financial specialties. Results indicated that the largest organizations moved out of the traditional niche for family service agencies. The organizations did not use a particular financial or program strategy to enhance financial and program structure. Rather, different strategies had differential effects upon either the program or financial structures. Most strategies had a deleterious effect upon structures.
Drawing on the author's extensive experience working with and advising financial companies, this authoritative resource is written both for those new to the discipline and for experienced operational risk managers who want to strengthen and consolidate their knowledge. --
To managers of companies with a Web presence, an awareness of how customers perceive service quality is essential to understanding what customers value in an online service transaction. Previous research in e-service quality has primarily focused on the interaction of the consumer and the Web site while missing the big picture that e-service quality is composed of more than Web site interactivity. The goal of this article is to extend the work on e-service quality to encompass not only Web site interactivity or process quality but also outcome quality and recovery quality. A conceptual framework of e-service quality is proposed and empirically tested that combines process, outcome, and recovery dimensions. Contrary to previous service quality studies, formative instead of reflective indicators are used to conceptualize e-service quality. This study found empirical support for the use of formative indicators and the three-dimensional approach to conceptualizing e-service quality.
