【正文】 lly applying the strategy later named TQM in the USA,it is also true that several Americans are recognized internationally as the drivers behind the genesis of modern management/administrative theory(let alone quality management)had its roots in the manufacturing milieu and blossomed under the auspices of the manufacturing stalwarts right from the early 20th century when Fredrick in 1911,introduced the concept of scientific development can be attributed to the fact that the entire industrial world was predominantly manufacturing oriented and undergoing arevolution with aprime focus on assembly lines,mass production manufacturing,sup plier partnerships,justintime(JIT)production and cellular manufacturing, of these factors,most of the techniques and strategies of administrative theory,and naturally quality management,were quantitative in nature and targeted to address the problems of the production line. 質(zhì)量改進(jìn)運(yùn)動(dòng)的演進(jìn)是日本和美國(guó)不同哲學(xué)，教訓(xùn)，策略和方法的融合結(jié)果。因?yàn)檫@些因素，管理理論的大部份的技術(shù)和策略，而且自然地是質(zhì)量管理 ,在生產(chǎn)線的問題最有發(fā)言權(quán)。 The management of service anizations and marketing of services has been aCinderella among the anizational behavior and marketing literature in the past,in contrast to the management of manufacturing anizations and marketing of with the blossoming of the service sector in almost every economy,quality imperatives are no longer the sole concern and province of late,service providers are facing the same ground realities that confronted their manufacturing counterparts in the past. The subject of quality management in manufacturing industry has been amatter of great interest and concern for business and academia works have thoroughly investigated the various dimensions,techniques and anizational requirements for effective implementation of dimensions include top management mitment and leadership,quality policy,t raining,product/service design,supplier quality management,process management,quality data and reporting,employee relations,workforce management,customer focus,customer involvement,benchmarking,SPC,employee empowerment,employee involvement,corporate quality culture and strategic quality dimensions are,in essence,tools of the intellect that were fet in the administrative theory,tempered in manufacturing quality management and therefore are naturally expected to be honed to cutting sharpness in service quality reasoning here is that although from alogical point of view most of the dimensions of manufacturing quality management should naturally apply to services,the transferability of manufacturing quality management dimensions to services calls for some serious soulsearching as services differ from the manufacture of goods in anumber of different ways： service intangibility,simultaneity of production,delivery and consumption,perishability,variability of expectations of the customers and the participatory role of customers in the service delivery. 制造業(yè)的質(zhì)量管理引起了商界和學(xué)術(shù)界廣泛的關(guān)注。相反，盡管上述的由各種理論家和實(shí)踐者從質(zhì)量革命以來(lái)所倡導(dǎo)的大部分理論和相關(guān)技術(shù)和策略似乎可以提供據(jù)解決制造領(lǐng)域 (質(zhì)量 )問題的靈丹妙藥，但它們并不能作為服務(wù)質(zhì)量改善的完全標(biāo)準(zhǔn)。 The research problem It is evident that the research literature on manufacturing TQM is quite extensive and Exhaustive,Covering all the aspects of TQM,viz； The influence of contextual factors on TQM； The effect of TQM age on operational results,etc. 研究問題 很明顯 TQM 的研究通相當(dāng)廣泛和全面，包含 TQM 的所有方面，如下： 背景因素對(duì) TQM 的影響 Concerning the literature on TQS,various aspects of TQM in service anizations have also been independently subjected to extensive research,. service culture39。 The effect of the39。 Service switching,service encounters,critical incidents and recovery； 服務(wù)文化的概念 顧客滿意，忠誠(chéng)和購(gòu)買意圖 Top management mitment and visionary leadership； Benchmarking； Union intervention； 為服務(wù)組織的 TQM 環(huán)境的制度如質(zhì)量管理的 12 個(gè)特點(diǎn)。技術(shù)的系統(tǒng) 以客戶為中心 服務(wù)范圍 Finally,those factors that are unique to service anizations(namely,Servicescapesthe manmade physical environmentand service culture). 這些特點(diǎn)可以歸納成如下三個(gè)類別： 最后 ,那些服 務(wù)組織的獨(dú)特因素 (即服務(wù)范圍 人造的實(shí)際環(huán)境 服務(wù)文化 ). Table 1briefly explains the 12 critical factors of works have underlined the importance of these the fact that services have certain unique characteristics,the different roles that each of these dimensions play and the various aspects that they bring into the picture(like skills,values,tools,techniques and other requirements)vary from manufacturing to service 2pares and contrasts the significance and relevance of the various quality management dimensions in manufacturing and service anizations. 表一詳細(xì)的解釋了 TQS 的 12 因素。 Table critical dimensions of TQS dimensions Explanation of the critical dimensions management mitment and visionary leadership Top management mitment is aprerequisite for effective and successful TQS different researcher proclaim various theories on the anizational requirements for any quality improvement effort should e from the leadership is the art of leading and espousing amental,strategic and spiritual change in the anization,propagating the vision throughout the anization,devising and developing aplan of action and finally stimulating the entire anization towards the acplishment of the vision. resource management This refers to the number of anizational behavior issues(ranging from selection and recruitment,training and education,employee empowerment to employee involvement)that form the cornerstone upon which the corporate strategy is moot point here is that only if the emp loyers treat their employees as precious would the employees,in turn,treat their customers as fore,it is indispensable for service anizations to look upon HRM as asource of petitive advantage system The technical system includes design quality management and process management sound and reliable service design echoes an anization39。 and analysis system Services,unlike manufactured goods,ca