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Provides a comprehensive model for managing the service business, from strategy development through productivity measurement. Shows managers how to respond to the unique demands the service orientation places on each of the four main management functions: strategy, organization and human resources planning, operations management, and marketing. Defines the role of each functional area in contributing to service quality and making sure service quality is apparent to customers. Shows how to achieve the level of coordination between functions that is necessary in an organization where employees from many departments have direct contact with customers. Case examples include IBM, Federal Express, Humana, McDonalds, and American Airlines.

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CHOICE Review

Bowen, Chase, and Cummings (University of Southern California) examine the business management of the service sector. Emphasizing a behavioral approach to the subject, the authors have compiled a series of articles analyzing the social-psychological aspects of the management process. The papers are organized into four sections focusing on strategic management, organization and human resource management, operations management, and marketing. The articles skillfully relate the delicate mechanisms that bind together a business with its customers, its employees, and its managers. Papers are easy to understand and require no previous knowledge of the subject; however, some familiarity with the field is desirable because the selections are filled with references to the literature. Encyclopedic in its coverage, the work can serve as a resource guide to current literature on service business management. Each article contains an extensive bibliography. A subject and name index concludes the work. For large public, professional, and academic collections, upper-division and graduate. -S. R. Kahn, University of Cincinnati