Asserts that service is about people ‐ people who deliver good service to their customers. Contends that these service providers perform best when they are led and encouraged by supportive front‐line managers, and that most quality failures are management failures. Discusses the role of the front‐line manager and suggests ways in which he can give a clear lead. Considers that excellence through system design can only be achieved by managers with a front‐line mentality. Asserts it is the task of the manager to ensure that peer group influence conforms to the objectives of the service organization and that managers must take measures to encourage customer‐service teams. Concludes that quality of service can only be obtained through front‐line managers.
Clark, G. and Armistead, C. (1991), "Front‐line managers", Managing Service Quality: An International Journal, Vol. 1 No. 4, pp. 219-221. https://doi.org/10.1108/EUM0000000003146Download as .RIS
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