As economic focus shifts to service businesses, performance management of service organizations becomes of interest. Most management work has been geared toward businesses comprised of manufacturing supported by associated service operations. Our experience teaches us that as the role of manufacturing in developed or developing economies shifts toward service businesses, performance of services suffer due to ineffective and inefficient management of service resources. For example, customers are more dissatisfied with services in the service economy than with services in the manufacturing economy. There is a consistent and steady decline in the perception of service quality. Customers today get less, and poorer, services in many business ...

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