Strategic operations management in services

Alan Nankervis; Yuki Miyamoto; Ruth Taylor; John Milton-Smith

doi:10.1017/CBO9780511481260.007

6 - Strategic operations management in services

Published online by Cambridge University Press: 22 September 2009

Ruth Taylor and

Alan Nankervis: Affiliation:
Curtin University of Technology, Perth
Yuki Miyamoto: Affiliation:
Curtin University of Technology, Perth
Ruth Taylor: Affiliation:
Curtin University of Technology, Perth
John Milton-Smith: Affiliation:
Curtin University of Technology, Perth

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Summary

Learning objectives

After studying this chapter, readers will be able to:

discuss the nature, scope and significance of operations management within services
define the concept of operations management and explain its various functions and dimensions
explain a variety of operations management concepts and theories
discuss the main issues and challenges associated with managing the operations of services.

Introduction

The previous chapters have presented the nature and scope of the strategic management of services. The two interdependent, but discrete, domains of management – the corporate (or strategic) domain, and the functional (or operational) domain – are both needed for the management of organisational efficiency and effectiveness, and hence survival. The special vulnerability to external pressures and influences when managing services (as discussed in Chapters 2 and 3) makes strategic management especially important (as discussed in Chapters 4 and 5). However, the management of the service delivery process (a significant component of the service ‘product’) is of equal importance. This chapter will provide an overview of services operations management in a cross-functional management context. This integrated approach to the management of services will examine the issues and challenges significant for those dealing with operations management.

The functional management domain, as discussed in Chapter 1, presents the concept of management of an organisation's marketing, operations, finances, and human resources as being significant for organisations involved in services.

Information

Type: Chapter
Information: Managing Services , pp. 203 - 251

DOI: https://doi.org/10.1017/CBO9780511481260.007 [Opens in a new window]

Publisher: Cambridge University Press

Print publication year: 2005

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