Hospital Authority Board Meeting Clinical Management and Outcome of SARS The purpose of this paper is to update members on:- interim findings of evaluation of clinical management and clinical outcome on Severe Acute Respiratory Syndrome (SARS) international comparison of medical treatment for SARS international comparison of SARS death rates in light of various factors confounding inter
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760 MANAGEMENT OF SERVICES provides the knowledge base and conceptual frameworks to facilitate the delivery of service excellence. Building on concepts from management and marketing, the subject explores the increasing contribution of service industries to the global economy. The subject identifies the specific challenges associated with services, to encourage new ways of thinking and establish fundamental principles for service managers. In a world where manufacturing industries increasingly compete on the basis of service elements in their package of consumer benefits, the need for managers who can provide leadership in services management is accentuated.
Who should attend
Real-life case studies are incorporatedinto the subject to provide opportunities • Executives wishing to enhance their understanding of contemporary services management for students to apply theory into practice in an authentic context. Examples of casesinclude • Managers seeking to improve the design and delivery of service processes • Human resource practitioners who are responsible for the supervision and empowerment DeLong, T.J. and V. VijayaraghavanCirque du SoleilCase #9-403-006Harvard Business School Publishing15 October 2002 Learning objectives
Wosinska, M. and Y. MoonPROPECIA: Helping Make Hair Loss History Upon completion of this subject, students should be able to Case #9-505-035Harvard Business School Publishing • discuss the essential features of services and link them to the principles of service • explain the interdependence of key elements from marketing, operations and human Monster.com: Success Beyond the Bubble • outline the particular challenges inherent in delivering service excellence Harvard Business School Publishing7 January 2002 • identify and apply specific tools to meet these challenges Delivery method
The subject is delivered online over a 12-week period, with an assigned Professor acting as mentor. The class will comprise students from different countries and industry backgrounds.
Practical case studies and discussions help to stimulate learning and knowledge exchange, while an examination at the end of the subject will help students review and apply the Assessment
760 Management of Services
Students are introduced to the syllabus, the resources and communication tools available within the Segment 1:
The segment presents the basic principles of service management and explains how each underlies Segment 2:
the development of the discipline. Using the expanded marketing mix (the ‘7Ps’), the strategic differences Thinking about Services
for services within various classifications are highlighted. Students are encouraged to consider theservice concept – what is offered, to whom and how it is facilitated. The segment discusses the trendto gain competitive advantage by using services (‘servitisation’) and organisational conflicts inherentin managing services.
Students learn to distinguish between service quality and customer satisfaction, using the gap analysis Segment 3:
model of service quality. The segment explains the links in the service profit chain, with special emphasis Understanding Customers
on customer loyalty and service profitability. Students also learn how to calculate the lifetime value ofa customer and design and implement a customer satisfaction measurement system for a specificservice. Service guarantees and service level agreements are examined.
The segment focuses on designing and delivering efficient service processes. Students learn to identify,design and evaluate different types of service processes. To enhance efficiency of services, tools to Delivering Services
systematically influence demand patterns in services and manage customer waiting times are presented.
The emphasis is on developing strategies and skills to improve service processes, including borrowingfrom lean manufacturing (‘Just-in-Time’) and information technology.
Students are introduced to specific human resource management practices that are fundamental tosuccessful services management. Different types of employee competencies and their contribution in Managing Service Staff
specific service situations are outlined, as are the importance of collaborative relationships to bothemployee and organisational learning. The segment explains the notion of employee empowermentand examines the extent to which it is applicable in different service contexts.
The segment addresses basic strategic issues in the management of services, including performance Segment 6:
measurement, productivity, innovation and competitive advantage. Students are encouraged to discuss Sustaining Performance
different approaches to performance measurement in services, outlining the major issues inherent inmeasuring productivity and innovation in services. The segment highlights the challenges for managersin contemporary service economies and presents the integrated approach to services management,to sustain high levels of performance in an increasingly competitive environment.
Van Looy, B., P. Gemmel and R. Van Dierdonck. Services Management: An Integrated Approach(2nd ed). Essex: Pearson Education, 2003.
760 Management of Services
U21Global subjects are created by acknowledged experts in their field, usually
senior academics who have strong understanding of postgraduate requirements.
The subject content is further reviewed by academic specialists who appraise
the subject from an independent perspective, ensuring a high-quality, professional
760 MANAGEMENT OF SERVICES was developed for U21Global by Alison Dean, Associate Professor
of Marketing at The University of Newcastle, Australia. Dr Dean previously taught at Monash University,Australia, where she achieved several teaching awards including the Vice-Chancellor's Award for Distinguished Teaching in 1998, and a CAUT (Committee for the Advancement of University Teaching) award for exemplary practice in 1995. Dr Dean has published extensively in academic and peer-reviewedjournals, as well as served as guest editor of Managing Service Quality. She holds a PhD from MonashUniversity and an MBus from Southern Cross University.
The subject was reviewed by Jochen Wirtz, Associate Professor of Marketing, Academic Director of
APEX-MBA (Asia-Pacific Executive MBA) Programme, Academic Co-director of the UCLA-NUS EMBAand a member of the Management Committee of the NUS Business School, National University of Singapore. He is co-author of the textbooks Services Marketing – People, Technology and Strategy (now in its fifth edition), and Services Marketing in Asia. Dr Wirtz has received several teaching awards,including the Outstanding Educator Award 2003 (from National University of Singapore), the ExcellentTeacher Award 2002 and Outstanding Educator Award 2001 (from the NUS Business School). Dr Wirtzholds a PhD from the London Business School.
Students’ progress will be guided by dedicated Professor Facilitators based
around the world. They provide an international perspective and impart knowledge
through a wealth of experience in their field of specialisation. Our Professor
Facilitators will help students make sense of the information to enable students
to transform the information into knowledge and creative solutions.
Mohan Agrawal is a Visiting Faculty of Marketing at Alfred Lerner College of Business & Economicsat University of Delaware in the US and Principal Strategy Consultant of Marketing Aims Inc (Canada).
He is a former Founding Director of the Centre for Service Management at Xavier Labour RelationsInstitute (XLRI), Jamshedpur, India. Prior to that, Dr Agrawal was the Escotel Chair Professor of CustomerRelationship Management (CRM) and Director of the Centre for CRM at the Indian Institute of Management,Lucknow, India. Dr Agrawal received his PhD at Kurukshetra University, India, and his MPhil from theUniversity of Strathclyde, Glasgow.
Mark Esposito is an organisational management and sustainability expert. He serves as AssociateProfessor of Management & Behavior for Grenoble Graduate School of Business and as Director ofthe MIB programme. He is also appointed as Affiliate Professor of Humanities and Social Sciences atESCP-EAP, European School of Management (Paris, London, Berlin, Madrid and Torino). Dr. Espositoinitiated his cooperation with UNESCO and more specifically with the educational unit based in Thailand,in his function of advisor and through these projects he has been able to get closer to the socio-culturalfabric of the Countries in the Pacific Rim. Dr. Esposito received his PhD in Sustainable Developmentin the School of Business & Economics at Atlantic University, USA. He also holds Doctor Magistralis Mark ESPOSITO
in Humanities by the University of Turin in Italy.
For more information on U21Global subjects, please visit our campus at www.u21global.edu.sg Or email us at [email protected] Phone: +65 6410 1399 Fax: +65 6410 1368
Paper 057, IAEA 2006 Teachers’ assessment practices… Dr Rita Berry 32nd International Association for Educational Assessment (IAEA) Annual Conference Theme: Assessment in an Era of Rapid Change: Innovations and Best Practices 21 – 26 May 2006 Grand Copthorne Waterfront Hotel, Singapore Affiliation: Hong Kong Institute of Education Department of Curriculum