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The franchising process is essentially an attempt to “reproduce” in another location, a successful “model”. As such, it is heavily dependent on the effective transfer of knowledge and skills from one location to another. The training and development process, then, is at the centre of attempts to ensure accurate “reproduction”. In this context, training and development have been widely touted; for example, a recent International Franchise Association survey ranked them as highly important communication mechanisms.

Concern for the productivity of employees in service operations combined with the difficulty of managerial control creates a need for a definitive means of measuring output. The same principles of statistical process control that apply in the production environment can be used to assess employee performance in a variety of service applications. A one‐sided control chart that can be used to monitor service times is described. Assuming a gamma probability distribution, the parameters of the distribution from company requirements regarding an average service time and tolerable service time interval are estimated.

Examines the pervasiveness of personal computers (PCs) in business which has encouraged expanded use in the business‐school environment. Although the incorporation of computers in education increases realism and facilitates computation, there are divergent views on the extent to which their use enhances learning. Considers issues relevant to the introduction of personal computers in the college teaching environment and reports results of a study which evaluated learning outcomes of groups using traditional methods and those using personal computers in the teaching of production operations management. No differences in learning outcomes were found, suggesting that caution is in order when considering the nature and intensity of PC implementation programs in the education setting.

The paper seeks to explore lessons in service delivery from an industry that no longer exists. The transatlantic passenger liner dramatizes some of the most unique challenges of service delivery. The ship itself was a delivery mechanism completely separated from support services. Customers were essentially contained for extended periods. Whereas all customers received the same core transportation service, peripheral services varied substantially by service class.

Description of the historical context is followed by examinations of passenger and service provider perspectives to illustrate services expected and delivered. Primary and secondary source material is used to exemplify service management challenges.

Socioeconomic and technological factors played major roles in delivery system design decisions. With stable and loyal workforces and well designed delivery systems, ocean liners were able to deliver service successfully to customer classes with widely varying expectations.

Service management on ocean liners occupied a range of levels and intensity not found in current organizational contexts. The context provides modern practitioners pure consideration of complexities and service management implications.

The novel and isolated organizational aspects of transatlantic ocean liners is unique among organizations. Examination of service management in this context provides information of original value not available from examination of other kinds of organizations.

Guided by voice and leadership theory, this paper aims to articulate the underpinnings of upward defiance (competence deficiency; ignorance of concerns; structural gaps between echelons) and to describe the managerial actions that help depose those underpinnings.

The paper analyzes 30 historic narrative accounts of actual mutinies. The journalistic accounts from bygone eras provide unparalleled insight into the basic dynamics of mutiny and provide novel insights into organizational defiance.

The principal findings show that the underpinnings of mutiny in organizations derive from three foundations: disconnections between authority echelons, modes of addressing member disgruntlement, and the need for management to develop continuous competencies.

The paper goes beyond reports of mutinies in the popular press and lore by applying the findings to modern organizations.

Consumers of services have expectations about what they will receive from the delivery system. These expectations are beliefs about future events which, when compared with the perceived actual service delivered, are presumed to influence satisfaction and assessments of overall service quality. The purpose of this paper is to propose a model that outlines the process through which expectations operate at the point of delivery and provide a framework for future investigations. Implications for management practice focus on service provider behavior at the point of delivery and on control of cues that may influence consumer expectations once they have entered the delivery system. Directions for research include verification of model relationships and identification of specific types of cues that relate to attributes commonly considered in consumers’ judgements of service quality.

This chapter discusses about the advancement in the field of telemedicine and how often the general public are using the services that are provide by the telehealth and telemedicine market. This chapter starts with the introduction of the medicine in the world, which were the earliest medical practice and how all that thing leads to the today’s telehealth market. This chapter also describes the models that are being used in today’s world, and how these models as implemented and how telemedicine services are implemented more efficiently. Telemedicine and telehealth market is growing day by day and a lot people are getting to know about it, but there is still some section of the society, specially the lower middle class and the people in the rural areas that do not have any access or knowledge about the concept of telehealth services.

The purpose of this paper was to identify examples of management lore currently in the organizational sciences.

The authors deliberated and developed a series of examples of management lore in the organizational sciences and surveyed management practitioners concerning their beliefs in the lore hypothesized.

Pervasive beliefs that conflict with academic research exist in management practices. Although many of these ideas are commonly accepted as immutable facts, they may be based upon faulty logic, insufficient understanding of academic research, anecdotal evidence and an overdependence upon common sense. Buckley and Eder (1988) called these as examples of management lore. In this conceptual paper, we identify and discuss 12 examples of management lore that persist in day-to-day management practices. Topics we explore include personality, emotional intelligence, teams, compensation, goals, performance, work ethic, creativity and organizational citizenship behaviors.

A number of areas in which academic research gainsays what we believe to be an immutable fact.

This special “Anbar Abstracts” issue of the Industrial and Commercial Training is split into five sections covering abstracts under the following headings:Education/Graduates/Students; Training/Learning Techniques; Management Development; Career/Human Resources Development; Training Technology.