【正文】 istics,processes,cost,strategy,etc. Behavioral features such as customer satisfaction,employee satisfaction and service quality apart from the service product and processes through which they are delivered Goals Customer focus Thought customer satisfaction and employee satisfaction are acknowledged as vital elements of TQM,they are not seen as goals of aTQM focus is on product quality,elimination of defects,conformance to specifications,requirements,reliability,durability,fitness for use,etc. Customer delight and loyalty,favorable purchase intentions,repeat business, are treated as productive human resources,substitutes for leadership and as anizational consultants Employee satisfaction Employee satisfaction and mitmentrecognition for small as well as big quality contributio ns and achievements,better behavior,work values,ethics,etc. Continuous improvement Ambience Continuous improvement Continuous improvement 表 2 在制造業(yè)和服務(wù)業(yè)部門中管理的意義 作用 /特點(diǎn) 制造業(yè) 服務(wù)業(yè) 推動力 高層高層管理承諾和愿景領(lǐng)導(dǎo) 高層高層 管理承諾和愿景領(lǐng)導(dǎo) 人力資源管理的組織系統(tǒng) 招聘和選擇 面向工作的技能，團(tuán)隊精神技術(shù)技能和質(zhì)量價值 人際關(guān)系 ,團(tuán)隊精神和質(zhì)量價值 訓(xùn)練和教育 硬學(xué)科：會計學(xué)，工程，統(tǒng)計，等等 軟學(xué)科：通訊技能，人際關(guān)系，團(tuán)隊精神，雇員行為和顧客服務(wù) 員工授權(quán) 支持基礎(chǔ)設(shè)施，例如被要求的資源和技術(shù)幫助，增加自治權(quán)和責(zé)任；重點(diǎn)在車間工人 提供能力，在顧客服務(wù)期間的信息，報酬和未預(yù)見到的行為；重點(diǎn)在用戶接觸人員 員工參與 質(zhì)量控制圈 ,問題攻擊班，質(zhì)量改進(jìn)團(tuán)隊，建議計劃，頭腦風(fēng)暴，戈登技術(shù)，等等 質(zhì)量控制圈 ,問題攻擊班，質(zhì)量改進(jìn)團(tuán)隊，建議計劃，頭腦風(fēng)暴，戈登技術(shù)，等等。以客戶為中心看起來是 TQS 運(yùn)動地目標(biāo)，服務(wù)文化是一種組織策略，它激勵員工建立一種他們地服務(wù)定位。這可以通過完成目標(biāo)來實現(xiàn)。 員工滿意是一個多維概念，定義使企業(yè)的員工認(rèn)為他們的需要和需求被企業(yè)提供的滿意程度組織不可以只關(guān)注服務(wù)質(zhì)量，客戶還要關(guān)注員工滿意。改進(jìn)應(yīng)該被在一定意義上視為一個進(jìn)行中的過程，一旦目標(biāo)被達(dá)到，新的必須被確定，致力于服務(wù)效率的更高的水平。迅速，充足，持續(xù)的數(shù)據(jù)對 TQM 的建立信息并且分析的實施和實踐是非常重要的。這里的那些討論點(diǎn)是只要那些雇主把他們的雇員當(dāng)作寶貴的資源，依次把他們的用戶當(dāng)作有價值的。overall satisfaction with the services and their loyalty to the anization The tangible facets of the service facility, manmade physical environment(such as equipment,machinery,signage and employee appearancethe servicescape),strongly influence both employees and customers in physiological,psychological,emotional,sociological and cognitive ways,particularly as the core service bees more intangible culture In service anizations the boundary separating the customers and employees is very frail and pervious,with the result that the physical and psychological propinquity between them is so intense that only afirm39。needs,expectations and desires,consequently resulting in improve business performance Service process management essentially involves the procedures,systems and technology that are required to streamline the service delivery so that customers can receive the service without any hassles, delineates the nonhuman element of service delivery,as opposed to human element which is captured in the dimension39。 工會干涉 高層管理承諾和領(lǐng)導(dǎo)能力 Customer focus； 服務(wù)轉(zhuǎn)移，服務(wù)遭遇，重要事件和恢復(fù) The critical role of the personnel and HRM function； 在應(yīng)用 TQM 的廠家和沒有應(yīng)用 TQM 廠商之間的劃界 perceptions of product quality Interestingly,the literature on TQM with respect to services, quality service(TQS),seems to be bereft of an integrative framework that will include all the critical dimensions of TQS by addressing the issue of possible transferability of manufacturing quality management dimensions to services,and by focusing on those dimensions that are unique to service present study attempts to develop aconceptual model of TQS by paring and contrasting th criticality of the different dimensions of quality management in both manufacturing and service anizations 有趣地，有關(guān)于服務(wù)業(yè)的在 TQM 上的定義 ,也就是全面質(zhì)量服務(wù) (TQS),似乎對一個藉由闡述制作對服務(wù)的質(zhì)量管理大小的可能可轉(zhuǎn)移性的議題將會含 TQS的所有臨界因次的統(tǒng)合結(jié)構(gòu)是被剝奪的 ,和藉由集中通那些獨(dú)特服務(wù)組織的大小。但是伴隨服務(wù)業(yè)的復(fù)蘇與繁榮，質(zhì)量命令不再是制造業(yè)唯一的關(guān)心和主題了。隨后，許多質(zhì)量管理方面的大 師和專家提出了多種理論。競爭的的焦點(diǎn)已經(jīng)從價格轉(zhuǎn)變到價格和質(zhì)量上。信息充足而明顯：全球化的福音已經(jīng)登上中央舞臺。 The origin of the TQM movement dates back to the early 20th century when Walter Shewart,in the early 1920s,first introduced the concept of statistical process control(SPC)to monitor quality in mass production was followed by many quality management gurus and practitioners who all advocated various approaches to (1979),the four absolutes,Deming(1986),fourteen points,Feigenbaum(1993),total quality control,Ishikawa(1985),quality control circles,Juran et al.(1988),quality triology and Taguchi(1986),loss function,have prescribed different techniques and anizational requirements for effective implementation of TQM. TQM 運(yùn)動的起始始于 20 世紀(jì)早期，休哈特在 20 世紀(jì) 20 年代早期，首先介紹了隨機(jī)過程控制 (SPC)的觀念用于檢測大量生產(chǎn)制造的產(chǎn)品質(zhì)量。 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. 過去，服務(wù)業(yè)的管理和行銷服務(wù)是在組織行為和行銷廣告文字之中的灰姑娘 ,與制造業(yè)和商品的行銷管理相反。原因是雖然從邏輯觀點(diǎn)看大部分制造業(yè)的質(zhì)量管理應(yīng)該自然地適用于服務(wù)業(yè) ,當(dāng)制造業(yè)的質(zhì)量管理應(yīng)用到服務(wù)業(yè)時，需要深刻理解兩個行業(yè)之間的不同：服務(wù)無形性，生產(chǎn)的同時性，輸出和消費(fèi)，顧客期 望的變化和顧客的角色參與等。 The relationships between product quality and customers39。在產(chǎn)品質(zhì)量和顧客對產(chǎn)品質(zhì)量的知覺之間的關(guān)系式 ； Financial outes of service quality initiatives； 關(guān)于在 TQS 方面的研究，服務(wù)組織的 TQM 的各種不同方面也獨(dú)立進(jìn)行廣泛的研究。客戶轉(zhuǎn)移 ,服務(wù)相會 ,臨界關(guān)聯(lián)和恢復(fù)； Continuous improvement； 如下所示： 員工滿意 質(zhì)量管理的這些特點(diǎn)屬于制造業(yè)和服務(wù)業(yè)共有的，但是最初在制造業(yè)中應(yīng)用而稍后轉(zhuǎn)移服務(wù)環(huán)境 .(這些特點(diǎn)像是高層管理承諾和領(lǐng)導(dǎo)能力，人力資源管理，人力資源管理，技術(shù)的系統(tǒng)，信息和分析系統(tǒng)，標(biāo)桿超越，持續(xù)改進(jìn)，以客戶為中心，員工滿意，組織干涉，服務(wù)范圍，服務(wù)文化 )。s strategic quality planning abilities and enables the anization to surmount customers39。s image and goodwill,and consequently effecting the customers39。 這涉及到組織行為的話題 (從從選擇和招募，訓(xùn)練和教育 ,員工授權(quán)到員工參與 )，它形成與公司策略被建造的基石上。因此，在緊要時刻，除非組織保持他們自己作準(zhǔn)備應(yīng)對任何可能發(fā)生的事件，要不然他們不可能對用戶提供高品質(zhì)服務(wù)。 尋求質(zhì)量改進(jìn)不是具體目的地而是持續(xù)的過程需要發(fā)現(xiàn)越來越多的機(jī)會。從長遠(yuǎn)看，管理者的責(zé)任是確信使?jié)M意變成承諾。毫無疑問，商業(yè)和工業(yè)企業(yè)的存在是為了獲取利潤。服務(wù)文化實際上是雇員在多大程度上他們存在地真正意圖是維顧客服務(wù)。s influence in recruitment,selection and career Development programs,and the extent of automation； Union3