The context of operations management

Rowbotham, Frank; Galloway, Les; Azhashemi, Masoud

doi:10.1016/b978-0-7506-8198-8.50005-2

Cited by 3 publications

(4 citation statements)

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“…One reason why customer dissatisfaction is higher in service based operations, such as hotels, is due to the difficulty of standardising tasks and procedures (Rowbotham et al, 2007). Tasks are being carried out by individuals who have their own personal service delivery style which may vary day to day depending on their mood at the time.…”

Section: Why Customers Complainmentioning

confidence: 99%

“…In addition, Schemenner (1995) suggests that procedures should be set by an organisation for handling customer complaints effectively. Although the authors agree that there should be set service recovery strategies and handling customer complaints procedure in place, it is also important to remember that as service delivery is subjective and unique (Rowbotham et al, 2007), some deviation from set procedures may be required. Respondents were also asked about the control measures they use to ensure that lower level managers handle customer complaints effectively.…”

Section: Interviewmentioning

confidence: 99%

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Handling Customer Complaints in the Hospitality Industry

Dinnen

Hassanien

2011

International Journal of Customer Relationship Marketing and Management

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Drawing on associated literature and empirical research, this paper examines the engagement and expertise of hotels in handling customer complaints. This is of considerable interest to practitioners and academics within the field of hospitality management. The study explores hotel management’s attitudes and practices toward handling customer complaints within the hospitality industry in Scotland. In this paper, the authors analyze case study interviews with four and five star hotel managers in Scotland. The findings reveal that encouraging customer complaints and feedback should be seen as a way in which to develop a better relationship with and retain customers. The results also confirm the importance of having employee training in the area of customer complaints, recommending that employees handle complaints themselves. Furthermore, the study suggests that hotels must be well equipped for logging, processing and analyzing complaints. Management implications and areas for further research are also discussed.

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Section: Why Customers Complainmentioning

confidence: 99%

Section: Interviewmentioning

confidence: 99%

Handling Customer Complaints in the Hospitality Industry

Dinnen

Hassanien

2011

International Journal of Customer Relationship Marketing and Management

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“…(Bellavitis, 2009; Concina, 2006; Davis, 1991, 1993; Lane, 1934, 1973; Sondhaus, 1989; Ventrice, 2009). Although many commentators (Galloway et al , 2012; Gartman, 1979; Koenigsberg and McKay, 2010; Lambert and Knaack, 2008; Towill, 2005) cited the Arsenale as an early production line none analyse its operations, and all rely on Lane’s (1934, 1973) description of Henri III of France’s visit to Venice in July, 1574 when the Doge , Venice’s ruler, showed the Arsenale’s capabilities by having a galley converted from a bare hull to a fully complete vessel in just a few hours.…”

Section: Introductionmentioning

confidence: 99%

From seedlings to ships: supply chain and production management in the Venice Arsenale, 1400–1800

Wilson

Favotto

2023

JMH

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Purpose The Arsenale was the largest medieval industrial enterprise, famous for its assembly line. Management faced extreme variations between peace-time and war-time demands. Satisfying these unpredictable and sudden demands for a large, complex product with a multiple years–long production cycle was challenging. The purpose of this study is to analyze the Arsenale’s operations and supply chain arrangements, and to identify and assess their management policies. We also track its development and investigate its influence on other countries. Design/methodology/approach The research methodology used is archival research with content analysis of text and graphic representations of production processes. Findings These reveal that Venice’s supply chain management evolved from simply exploiting woodlands as needs arose, to a managed forest with planned planting, cultivation and harvesting, ending with the active modification of growing trees so their natural growth was artificially shaped to satisfy production requirements. Instead of fabricating components in their factory, the Venetians formed them by shaping the trees while they were still growing. These arboriculture techniques then provided a planned and regular supply of high-quality components that purely natural processes provided only randomly. Research limitations/implications There may be undiscovered archival documents despite the authors’ best efforts. The development of this historic supply chain reflects modern managerial concerns. Practical implications Modern restorations of historic ships and buildings use some of the fabrication methods identified, although the more intensive techniques would require higher volume production. Social implications This reveals historical forestry practices emphasised long-term needs and sustainable use. Originality/value To the best of the authors’ knowledge, this is a unique long-term investigation of an integrated production system and considers its influence on Iberian, French, British and American forestry and ship building. The close integration of production requirements with forestry practices was a novel finding.

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“…Freight transportation is an activity that spans organizational boundaries, encompassing shippers at the input side, and consignees at the output side (Lai et al, 2004). Rather than a separate service used from companies in order to respond to demand conditions, it is built into the supply chain complex system and associated with the effectiveness of value chains, thus facilitating the transformation of inputs into outputs and satisfying the needs of internal and external customers (Rowbotham et al, 2007;Rodrigue, 2020). Therefore, any improvement in freight transportation speed affecting either shipment or transshipment or in the overall degree of reliability is associated with more efficient value chains (Rodrigue, 2020).…”

Section: Introductionmentioning

confidence: 99%

Exploring the Use of Systems Dynamics for the Valuation of Freight Transport Time Changes

Ramfou,

Sambracos

2023

TEL

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This article aims to explore the use of System Dynamics modeling as a tool to assess the impact of changes in Freight Transport Time (FTTC) on transport companies. After conducting a thorough literature review, it became clear that there is no consensus on the appropriate methods used, and the estimates of freight travel time values vary significantly. The two primary tools currently employed in Benefit-Cost Analysis (BCA) to estimate the value that shippers and carriers place on FTTC are the Factor Cost and Willingness-to-Pay methods, akin to valuing travel time changes in passenger transport. However, due to the distinct characteristics of freight transport, traditional methods are less effective in accurately gauging FTTC values. In this paper, we adopt a methodological stance grounded in Systems Thinking. In contrast to existing methods, which primarily rely on event-oriented thinking and perceive freight transportation as an activity isolated from the broader company ecosystem, we consider the interconnections between freight transportation and other business operations. Lastly, to demonstrate the application of the Systems Thinking approach, we utilize Systems Dynamics modeling and simulation in a typical retail company that forms part of a traditional supply chain to determine the value of FTTC.

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The context of operations management

Cited by 3 publications

References 0 publications

Handling Customer Complaints in the Hospitality Industry

Handling Customer Complaints in the Hospitality Industry

From seedlings to ships: supply chain and production management in the Venice Arsenale, 1400–1800

Exploring the Use of Systems Dynamics for the Valuation of Freight Transport Time Changes

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