Service Operations Management

Series
Pearson
Author
Robert Johnston / Michael Shulver / Nigel Slack / Graham Clark  
Publisher
Pearson
Cover
Softcover
Edition
5
Language
English
Total pages
488
Pub.-date
November 2020
ISBN13
9781292064468
ISBN
1292064463
Related Titles



Description

Analyse and address organisational challenges using real world examples 

 

Service Operations Management, 5th Edition, by Robert Johnston et al. is a market-leading text on service operations management and provides a clear understanding of how service performance can be improved in organisations.  This textbook applies underlying theories to the real world challenges faced by service operations managers on a daily basis, by providing a diverse range of examples and illustrations.  Each chapter provides a range of tools, frameworks and techniques designed to help your students better analyse existing operations and understand ways to deal with operational challenges. 

 

Pearson, the world’s learning company. 

Features

Relevant, real world understanding of concepts 

  • UPDATED! Real world illustrations: Operations management is an applied subject so each chapter includes a number of short illustrations, case examples, from around the world that show how organisations have either identified or dealt with the particular issues being discussed. 

  • UPDATED! International: The real world illustrations – examples in the text, case examples and case exercises – are drawn from many counties to show the diversity and international nature of operations issues and activities.  (We have included a list of the case examples later.) 

  • UPDATED! 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. 

  • NEW! Professor Nigel Slack has joined the author team for the fifth edition of the book. Nigel Slack brings a wealth of experience in authoring his market-leading texts in Operations Management and Operations Strategy. 

  • NEW! Increased coverage of the growth in the service sector and the various types of service organisation. 

Put theory into practice 

  • NEW! A new chapter on service innovation has been included within the Improving service operations part. 

  • UPDATED! Discussion questions and exercises: At the end of each chapter there are some questions aimed both at students and at practising managers. We hope that these questions will encourage readers both to test their understanding and to apply the material in the chapter. 

  • UPDATED! Further readings: The topic keeps developing so we have also provided some suggestions for further reading that should both develop the basics of the topic further and extend its scope. 

  • UPDATED! Case exercises: Each chapter 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. 

  • UPDATED! Instructor’s manual: An instructor’s manual is available to lecturers adopting this textbook. It can be downloaded from either go.pearson.com/uk/he/resources or www.servops.net and provides detailed questions to go with the cases and bullet-point answers to the questions.

  • UPDATED! Servops.net:  is the instructor’s companion website for this textbook. Besides the instructor’s manual it provides 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. 

Backed by effective learning-design principles 

  • NEW! The chapter order has been significantly revised to reflect a new structure based around four parts – Framing service operations, Understanding customers, Delivering service, and Improving service operations. 

  • NEW! ‘Counterpoint’ features in most chapters that provide comments or criticisms of conventional theory and/or practice. 

  • UPDATED! 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. The frameworks, approaches and techniques will vary from topic to topic and include, for example: 

  • lists of key points to bear in mind when making decisions in a particular area 
  • diagrams and charts showing the relationship between two variables or sets of variables to help position an operation or help identify the nature of the relationships 

  • lists of questions, checks or tests that can be applied to a situation 

  • ways of quantifying or assessing qualitative variables 

  • the key stages in undertaking a particular activity. 

  • UPDATED! Summaries: Each chapter concludes with a bullet-point checklist summarising the key points structured using the questions at the start of each chapter. 
  • UPDATED! Managing people: A key task for operations managers is managing people and so this book contains a significant ‘managing people’ element. This includes not only employees but also customers, as well as managing and changing the culture of the organisation as a whole. 

  • UPDATED! Technology-based service: Rarely have technologies had such an impact on services, so information and communications-based technology services are integrated into the book and their operations implications explored. 

  • UPDATED! Underpinned by theory: Appropriate theoretical underpinning and developments are included and we have tried to explain them in an unobtrusive and accessible way. References, web links and suggestions for further reading are provided for anyone wishing to undertake more work in a particular area. 

Pearson, the world’s learning company. 

New to this Edition

Relevant, real world understanding of concepts 

  • Real world illustrations: Operations management is an applied subject so each chapter includes a number of short illustrations, case examples, from around the world that show how organisations have either identified or dealt with the particular issues being discussed. 

  • International: The real world illustrations – examples in the text, case examples and case exercises – are drawn from many counties to show the diversity and international nature of operations issues and activities.  (We have included a list of the case examples later.) 

  • 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. 

  • Professor Nigel Slack has joined the author team for the fifth edition of the book. Nigel Slack brings a wealth of experience in authoring his market-leading texts in Operations Management and Operations Strategy. 

  • Increased coverage of the growth in the service sector and the various types of service organisation. 

Put theory into practice 

  • A new chapter on service innovation has been included within the Improving service operations part. 

  • Discussion questions and exercises: At the end of each chapter there are some questions aimed both at students and at practising managers. We hope that these questions will encourage readers both to test their understanding and to apply the material in the chapter. 

  • Further readings: The topic keeps developing so we have also provided some suggestions for further reading that should both develop the basics of the topic further and extend its scope. 

  • Case exercises: Each chapter 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. 

  • Instructor’s manual: An instructor’s manual is available to lecturers adopting this textbook. It can be downloaded from either go.pearson.com/uk/he/resources or www.servops.net and provides detailed questions to go with the cases and bullet-point answers to the questions.

  • Servops.net:  is the instructor’s companion website for this textbook. Besides the instructor’s manual it provides 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. 

Backed by effective learning-design principles 

  • The chapter order has been significantly revised to reflect a new structure based around four parts – Framing service operations, Understanding customers, Delivering service, and Improving service operations. 

  • ‘Counterpoint’ features in most chapters that provide comments or criticisms of conventional theory and/or practice. 

  • 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. The frameworks, approaches and techniques will vary from topic to topic and include, for example: 

  • lists of key points to bear in mind when making decisions in a particular area 
  • diagrams and charts showing the relationship between two variables or sets of variables to help position an operation or help identify the nature of the relationships 

  • lists of questions, checks or tests that can be applied to a situation 

  • ways of quantifying or assessing qualitative variables 

  • the key stages in undertaking a particular activity. 

  • Summaries: Each chapter concludes with a bullet-point checklist summarising the key points structured using the questions at the start of each chapter. 
  • Managing people: A key task for operations managers is managing people and so this book contains a significant ‘managing people’ element. This includes not only employees but also customers, as well as managing and changing the culture of the organisation as a whole. 

  • Technology-based service: Rarely have technologies had such an impact on services, so information and communications-based technology services are integrated into the book and their operations implications explored. 

  • Underpinned by theory: Appropriate theoretical underpinning and developments are included and we have tried to explain them in an unobtrusive and accessible way. References, web links and suggestions for further reading are provided for anyone wishing to undertake more work in a particular area. 

Pearson, the world’s learning company. 

Table of Contents

Preface

New features for this edition

Case examples and exercises

About the authors

 

PART I: FRAMING SERVICE OPERATIONS 

1. Introduction to service operations 

2.The world of service 

3. Service strategy 

4. The service concept 

 

PART II: SERVICE PEOPLE 

5. Customer relationships 

6. Service quality 

7. Designing customer experience 

8. People in the service operation 

9. Service culture 

 

PART III: DELIVERING SERVICE 

10. Service supply networks 

11. Designing the service process 

12. Managing service performance 

13. Service resources and capacity 

 

PART IV:  IMPROVING SERVICE OPERATIONS 

14. Service innovation 

15. Service improvement 

16. Learning from problems 

17. Learning from other operations 

 

Index

Publisher acknowledgements

 

Back Cover

Analyse and address organisational challenges using real world examples 

 

Service Operations Management, 5th Edition, by Robert Johnston et al. is a market-leading text on service operations management and provides a clear understanding of how service performance can be improved in organisations.  This textbook applies underlying theories to the real world challenges faced by service operations managers on a daily basis, by providing a diverse range of examples and illustrations.  Each chapter provides a range of tools, frameworks and techniques designed to help you better analyse existing operations and understand ways to deal with operational challenges. 

This book can be used to support a dedicated Service Operations Management course, or a service-focused course in Operations Management. The book is also ideal if you who want to build on knowledge of the basic principles of operations management, and it serves as a handbook for operations managers in service organisations as they seek to develop and implement operations strategies. 

 

About the authors 

Robert Johnston was Professor of Operations Management at Warwick Business School.  He had a management degree from the University of Aston and a Ph.D. from the University of Warwick.

Michael Shulver is a Senior Lecturer in the Information, Decision and Operations Division at Bath School of Management where he is the Director of Online Teaching.  

Nigel Slack is Emeritus Professor of Operations Management and Strategy at Warwick Business School, an Honorary Professor at Bath University and 'Honorary Fellow of the European Operations Management Association'.  

Graham Clark is a Visiting Fellow at Cranfield School of Management, having been a member of the Operations Management Faculty for nearly 30 years.

 

Pearson, the world’s learning company. 

 

Author

Robert Johnston was Professor of Operations Management at Warwick Business School.  He had a management degree from the University of Aston and a Ph.D. from the University of Warwick.  Before moving to academia Bob held several line management and senior management posts in a number of service organisations in both the public and private sectors.  

 

Michael Shulver is a Senior Lecturer in the Information, Decision and Operations Division at Bath School of Management where he is the Director of Online Teaching. Michael has an MBA and Ph.D. degrees from the University of Warwick. Before his time in academia Michael was an aircraft engineer and he has also worked as a consultant in performance management.  

 

Nigel Slack is Emeritus Professor of Operations Management and Strategy at Warwick Business School, an Honorary Professor at Bath University and 'Honorary Fellow of the European Operations Management Association'. He is an educator, consultant and writer with wide experience in many sectors. 

 

Graham Clark is Senior Lecturer in Operations Management at Cranfield School of Management and Director of the Executive MBA Programme.  He has a degree in mechanical engineering from Leeds University and a master’s degree in management from Imperial College, London University.  He is a non-executive director of the Institute of Customer Service and a member of the leadership team of the UK chapter of the Association for Service Management.