The very use of the phrase ‘Academic Freedom’ is invidious. Freedom is a concept which most of us can understand; our interpretation does however differ from place to place, and…
Abstract
The very use of the phrase ‘Academic Freedom’ is invidious. Freedom is a concept which most of us can understand; our interpretation does however differ from place to place, and certainly there are ample grounds for disagreement between a citizen of, say, the Soviet Union, one from a poor and embattled country such as Egypt, and someone from the West. It is something we all want, which some have usurped, which some have struggled and suffered for, and about which we all seem to differ. The reasons for this are not hard to discern, although difficult to rectify; one man's freedom is another's servitude. The expression ‘Academic Freedom’ seems to imply that there might be some special sorts of freedom which are peculiarly appropriate to the academic environment. There might even be a suggestion that there should be some freedom enjoyed by the academic fraternity which is not enjoyed by everyone else; possibly there is also a latent notion that academic freedom in the polytechnics is a further special category.
Looks at the recent growth of customer complaint handling or customer recovery programmes in UK organisations. Discusses the development of customer relations services and…
Abstract
Looks at the recent growth of customer complaint handling or customer recovery programmes in UK organisations. Discusses the development of customer relations services and recognition of customerconcerns; the major change in outlook among managers to complaints. Outlines why it pays to addresscustomer dissatisfaction and prioritising quality standards. Stresses the need to integrate information based on complaints into established and trusted sources of intelligence within the company. Finally details the root causes of customer dissatisfaction.
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More and more organizations find that a constructive and open dialoguewith their customers can be an effective strategy for building long‐termcustomer relations. In this context…
Abstract
More and more organizations find that a constructive and open dialogue with their customers can be an effective strategy for building long‐term customer relations. In this context, it has been recognized that effective complaint/contact handling can make a significant contribution to organizations’ attempts to maximize customer satisfaction and loyalty. Within the NHS, an intellectual awareness exists that effective complaint/contact handling can contribute to making services more efficient and cost‐effective by developing customer‐oriented improvement initiatives. Recent efforts have focused on redefining NHS complaint‐handling procedures to make them more user‐friendly and effective for both NHS employees and customers. Discusses the challenges associated with opening up the NHS to customer feedback. Highlights potential weaknesses in the current approach and argues that the real challenge is for NHS managers to facilitate a culture change that moves the NHS away from a long‐established defensive complaint‐handling practice.
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Discusses the problems of customer satisfaction surveys, namely thathardly any department other than marketing receives the data collected;questionnaires are biased towards…
Abstract
Discusses the problems of customer satisfaction surveys, namely that hardly any department other than marketing receives the data collected; questionnaires are biased towards positive answers and are merely a political exercise – they are handed out by different departments and sent out too regularly. Enumerates a number of programmes to stamp out dissatisfaction and concludes that the team which collects and analyses the data should present the line manager with a range of solutions.
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Charles Derek Moss and Bill Richardson
Examines those aspects of trader/consumer transactions — the quality of the organizations products and/or services, and the quality of its interaction with customers — which are…
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Examines those aspects of trader/consumer transactions — the quality of the organizations products and/or services, and the quality of its interaction with customers — which are critical to customer satisfaction. Considers how companies are regulating these areas, suggesting that customer satisfaction is the prerequisite for successful, legal unfettered trading. Concludes that it is those companies which recognise consumerism as an opportunity rather than a threat which are the most successful.
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For many, quality circles have been a struggle, total quality management has been something to “get around to one day” and continuous improvement has just been another expression…
Abstract
For many, quality circles have been a struggle, total quality management has been something to “get around to one day” and continuous improvement has just been another expression meaning total quality management, which, of course is something that we will “get around to one day”. Worse, the acronyms used ‐ QC, TQM, CI ‐ have joined such exotic practices as JIT (Just‐in‐Time inventory), CAD‐CAM (computer‐aided development and manufacturing) and more recently BPR (business process re‐engineering) in an alphabet soup of consultant‐led packages, available to the discerning manager ‐ at a price.
For many, quality circles have been a struggle, total quality management has been something to “get around to one day” and continuous improvement has just been another expression…
Abstract
For many, quality circles have been a struggle, total quality management has been something to “get around to one day” and continuous improvement has just been another expression meaning total quality management, which, of course is something that we will “get around to one day”. Worse, the acronyms used ‐ QC, TQM, CI ‐ have joined such exotic practices as JIT (just‐in‐time inventory), CAD‐CAM (computer‐aided development and manufacturing) and more recently BPR (business process re‐engineering) in an alphabet soup of consultant‐led packages, available to the discerning manager ‐ at a price.
For many, quality circles have been a struggle, total quality management has been something to “get around to one day” and continuous improvement has just been another expression…
Abstract
For many, quality circles have been a struggle, total quality management has been something to “get around to one day” and continuous improvement has just been another expression meaning total quality management, which, of course is something that we will “get around to one day”. Worse, the acronyms used ‐ QC, TQM, CI ‐ have joined such exotic practices as JIT (just‐in‐time inventory), CAD‐CAM (computer‐aided development and manufacturing) and more recently BPR (business process re‐engineering) in an alphabet soup of consultant‐led packages, available to the discerning manager ‐ at a price.
For many, quality circles have been a struggle, total quality management has been something to “get around to one day” and continuous improvement has just been another expression…
Abstract
For many, quality circles have been a struggle, total quality management has been something to “get around to one day” and continuous improvement has just been another expression meaning total quality management, which, of course is something that we will “get around to one day”. Worse, the acronyms used ‐ QC, TQM, CI ‐ have joined such exotic practices as JIT (Just‐in‐Time inventory), CAD‐CAM (computer‐aided development and manufacturing) and more recently BPR (business process re‐engineering) in an alphabet soup of consultant‐led packages, available to the discerning manager ‐ at a price.
For many, quality circles have been a struggle, total quality management has been something to “get around to one day” and continuous improvement has just been another expression…
Abstract
For many, quality circles have been a struggle, total quality management has been something to “get around to one day” and continuous improvement has just been another expression meaning total quality management, which, of course is something that we will “get around to one day”. Worse, the acronyms used ‐ QC, TQM, CI ‐ have joined such exotic practices as JIT (Just‐in‐Time inventory), CAD‐CAM (computer‐aided development and manufacturing) and more recently BPR (business process re‐engineering) in an alphabet soup of consultant‐led packages, available to the discerning manager ‐ at a price.