Services Marketing Chapter 2

Front 1

TRUE OR FALSE

In an organization realities, services and products are created in a vacuum.

Back 1

FALSE

Services and products are not created in a vacuum.

Front 2

TRUE OR FALSE

Knowledge of how organizations operate, and why, assists our understanding of behavior in organizations.

This is particularly important for services, as customers are involved in varying degrees in the production and delivery process

Back 2

TRUE

Front 3

TRUE OR FALSE

In services, customers are not involved in varying degrees in the production and delivery process.

Back 3

FALSE

customers are involved in varying degrees in the production and delivery process

Front 4

The structure of any organization is normally conveyed by means of a _______

Back 4

CHART

Front 5

It is essentially ‘a pictorial record, which shows the formal relations which the company intends should prevail within it

Back 5

CHART

Front 6

TRUE OR FALSE

For quality service to be delivered, communication and coordination should flow both across and up and down the organization.

Back 6

TRUE

Front 7

The concept of corporate culture is viewed as ______________ for unravelling the mystique of organizational life

Back 7

The concept of corporate culture is viewed as offering some hope for unravelling the mystique of organizational life

Front 8

The concept of corporate culture has been summed up in the phrase "______________________________"

Back 8

The concept of corporate culture has been summed up rather memorably in the phrase ‘the way we do things around here’

Front 9

corporate culture framework stresses: (3)

Back 9

1. Values and assumptions prescribing what is important

2. Beliefs on how things work

3. Norms defining appropriate and inappropriate behavior

Front 10

A major feature of the literature on corporate culture and service excellence about what is important and why those things are important

It should be shared by employees throughout the organization

Back 10

perceptions and beliefs

Front 11

necessary for organization to be effective in its basic processes (5)

Back 11

1. communication

2. cooperation

3. commitment

4. decision making

5. implementation.

Front 12

true or false

difficulty for the management service culture is that it runs is the risk of being trivialized or debased

Back 12

TRUE

Front 13

defined as ‘the relatively enduring quality of the total organizational environment

Back 13

CLIMATE

Front 14

referred to as ‘employees’ perceptions of the events, practice and procedures as well as their perceptions of the behaviors that are rewarded, supported, and expected

Back 14

CLIMATE

Front 15

TRUE OR FALSE

If employees perceive management failure in the provision of proper support, encouragement and rewards, it is hardly surprising if customers perceive the service as satisfactory

Back 15

FALSE

If employees perceive management failure in the provision of proper support, encouragement and rewards, it is hardly surprising if customers perceive the service as unsatisfactory

Front 16

TRUE OR FALSE

When dealing with defensive behavior in the workplace, it is a good bet to act with transparency and open communication

Back 16

TRUE

Front 17

TRUE OR FALSE

Allow no reason for someone to get defensive by looking at your own actions and making sure you are thorough, honest and concise when interacting with colleagues and clients.

Back 17

TRUE

Front 18

TRUE OR FALSE

Defensive behavior is often a sign of insecurity, irresponsibility and unhappiness.

Back 18

TRUE

Front 19

TRUE OR FALSE

defensive behavior represents an obstacle in the drive for quality service performance.

Back 19

TRUE

Front 20

TRUE OR FALSE

defensive behavior represents an obstacle in the drive for quality service performance.

Back 20

TRUE

Front 21

Action is often avoided by resorting to a strict interpretation of one’s responsibility

e.g. ‘The rules clearly say …’ and citing supportive precedents,

e.g. ‘It’s always been done this way’. Rigid adherence to rules can be potentially explosive in a service like social security.

The situation may be defused by distancing oneself from the rules,

e.g. ‘I don’t make the rules’, or ‘Listen, if it were up to me …’.

Back 21

OVER-CONFORMING

Front 22

Responsibility for doing something is passed to someone else,

e.g. ‘I’m too busy’ or ‘That’s not my job’.

Back 22

PASSING THE BUCK

Front 23

An unwanted task is avoided by falsely pleading ignorance or inability,

e.g. ‘I don’t know anything about that …’ or ‘X is better able to handle that

Back 23

PLAYING DUMB

Front 24

Unwanted demands from clients or subordinates are avoided by treating them as objects or numbers rather than people,

e.g. a doctor may refer to hospital patients not by name but by their illness, talking about them in the third person, using medical terminology incomprehensible to patients, avoiding eye contact, and providing curt and patronizing answers to patients’ questions

Back 24

DEPERSONALIZING

Front 25

This term was coined to describe the practice of rigorously documenting activity or fabricating documents to project an image of competence and thoroughness. It is widely referred to as ‘covering your ass’

Back 25

BUFFING

Front 26

Situations that may reflect unfavorably on a person are avoided

Back 26

PLAYING SAFE

Front 27

Responsibility for a certain event is minimized by acknowledging partial responsibility and including some expression of remorse

Back 27

JUSTIFYING

Front 28

Blame is deflected to others

Back 28

SCAPEGOATING

Front 29

Factors which may be of interest to service organizations are insecurity and anxiety, emotional exhaustion and work alienation.

Employment in service organizations can be stressful due to the nature and amount of personal contact with customers.

Back 29

INDIVIDUAL FACTORS

Front 30

Factor where specialization of tasks and formalization of rules and procedures in a bureaucracy encourage defensive-type behavior

Back 30

ORGANIZATIONAL FACTORS

Front 31

Defensive behavior may also be a means of coping with a work environment in which there is uncertainty felt over areas of responsibility and the interpretation and application of rules and procedures

Back 31

Organizational factors

Front 32

This is a hierarchical structure with standardized or routinized procedures.

It is characteristic of bureaucratic-type organizations and equates the organization of service as akin to the production line in manufacturing.

Back 32

The control model

Front 33

Newness in this context does not simply mean recency. Rather, it is viewed as a departure from the traditional way of thinking expressed in the control mode

Back 33

The ‘new’ service management school

Front 34

Its key features are said to be: careful selection of front-line workers, high-quality training in the organization, well-designed support system

Back 34

The ‘new’ service management school

Front 35

Human resource management is seen as being at the center of this approach

Back 35

The ‘new’ service management school

Front 36

means giving employees the desire, skills, tools and authority to serve the customer.

Back 36

Empowerment

Front 37

a new organizational form characterized by a temporary or permanent collection of geographically dispersed individuals, groups or organization departments not belonging to the same organization – or entire organizations that are dependent on electronic communication for carrying out their production process.

Back 37

VIRTUAL ORGANIZATION