Instilling a service mentality: like teaching an elephant to dance

Article Abstract:

The transition has begun for many industries from an emphasis on manufacturing to an emphasis on service, but an important aspect of this transition is the training, or retraining, of employees to ensure that they understand the importance of customer service. The customer's happiness is paramount in success in service sectors of the economy because of the importance of return business, and it is a topic that has received the attention of top management in a wide range of industries, both service and manufacturing. The basis of many service training programs is the idea that each time a customer does business with a company, the customer makes a judgment on the quality of the service, with an image of the firm's service quality formed by the sum total of all the judgments of all its customers.

Customer service, Services industry, Service industries, Customer relations, Employee training

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The 'ugly Japanese' try to find their way

Article Abstract:

Japanese managers have a reputation for being difficult to deal with by non-Japanese workers, and the new role of many Japanese managers as teacher in both industrialized and developing countries has not always been picked up easily. In preparing to overcome problems associated with cross-cultural management, the three primary areas that must be considered are selection, preparation and support. The integration of two firms with different cultural backgrounds is never easy when more than simply technology is being transferred, but the tendencies toward narrow-mindedness in management and an unwillingness to deal with cultural differences must be overcome for such a cross-cultural program to be successful; ways to prepare for the cultural-integration process are described.

Japan, Social policy, Culture conflict, Cultural conflict, Ethnocentrism, Cultural relations

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The deafening silence that conceals fear of change

Article Abstract:

The performance and attitudes of British management have been severely criticized of late, but apart from the publicity of the charges in the media very little has changed, showing the truth in one charge in particular: that management in Britain is most concerned about maintaining the status quo. After the successful industrialization of Britain, the first country to truly industrialize, the country fell into a long and continuing period of complacency, and the changes that are now required to revitalize the British economy have been made that much more difficult by the depth of management's current resistance to change in any guise. The long-term consequences of the status quo attitude fostered in British management are discussed.

United Kingdom, Executives, Organizational change, Change (Philosophy), Great Britain, change

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