Managing Service Quality: An International Journal: Volume 2 Issue 3
Table of contents
Viewpoint Role of the change agent
Murray DiffinReviews a study carried out over several months on the performance of change agents and change attempts when introducing TQM.
Viewpoint Is middle management a quality anachronism?
David Clutterbuck, Bernard WynneDiscusses the role of middle management in the implementation of TQM, exploring the possibilities for both harm and good that they represent.
Leading strategically
Stephen WallDiscusses the role of company leaders in implementing change, stressing their ability to become role models for change, setting the organization on a strong strategic course that…
Power of change
Henry CasleyOutlines the policies of Southern Electric in implementing a quality service through a customer‐oriented culture, describing a strategy designed to develop internal and external…
Pursuing the target
Judith DelsanterDiscusses QP4, the TQM programme developed by the US Air Force Logistics Command in the late 1980s, which enabled it to win the President′s Award for Quality in 1991.
Quality commitment
Paul DaviesReviews the issues of commitment when in the throes of a quality improvement process, concentrating on the way in which the management team can spread enthusiasm to everyone else…
The road runner
Mick LinsellDiscusses the service provided by Parcelforce with particular reference to the changes motivated by the increased customer demand for reliability during the 1980s. Outlines the…
High flyer
Bettye Wells MillerDiscusses the turnaround in the fortunes of Alaska Airlines Inc. the Seattle‐based company which nearly 20 years ago was almost bankrupt and carrying a reputation for…
Sustaining commitment
Hugh KochExplores the Total Quality programme adopted by the National Health Service, highlighting the issues which make sustaining the commitment of all staff to quality improvement…
Plan of attack
David O′NeillOutlines the TQM programme introduced by Trafford Health Authority management by initiating a series of workshops emphasizing the importance of top‐down commitment, in respect of…
Managing performance
Philip AtkinsonDiscusses cultural change within a leading division of a finance house, which had managed change through turbulent times by emphasizing teamwork. Outlines procedures for…
A knee‐jerk reaction
Matt LoughranDiscusses the initiation of change in response to tighter competition, shorter lead‐times, and increasingly sophisticated customers, concentrating on the creation of a clearly…
Image focus
Anna KochanDiscusses the European Customer Service Survey conducted by 3M, a major European manufacturing company, to provide information on how it could develop and create a reputation as…