Questions and Answers
What does the term 'excellence' refer to in the context of service quality?
Crosby believed that a high price was necessary to ensure quality.
False
What were the seven steps suggested by Peters to achieve excellent quality?
Quality within natural work groups, quality with suppliers, quality with field sales/service, cross-functional teams, quality via system improvement, quality as close to the customer, quality as total customer responsiveness.
What is Crosby's primary performance standard in his quality management approach?
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According to Peters, what is central to the organization to achieve quality service?
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The term '______' refers to celebrations held when 100% conformance to specifications is accomplished.
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Crosby's approach to quality management differentiates between the manufacturing and service sectors.
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How does Crosby's quality management program compare with others like Deming and Juran?
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What is the key factor that service quality theorists agree upon when assessing service quality?
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Which of the following best describes Peters' definition of quality?
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What misconception about quality do some people hold regarding price?
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In the context of service quality progression according to Peters, what is emphasized regarding customer interaction?
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What is a common challenge faced by budget airlines regarding public perception of quality?
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What is the primary goal of Crosby's zero defects concept?
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Why might Crosby's zero defects concept be considered unattainable in the leisure and tourism industry?
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What is the main criticism of Crosby's approach to quality management?
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How does a customer-oriented quality approach differ from traditional quality management?
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Which of the following is considered a main element of Crosby's five absolutes of quality management?
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Study Notes
Quality and Excellence
- Customer perception of service as ‘excellent’ leads to an organization's reputation for excellence.
- Peters (1987) proposed a seven-step progression program for achieving excellent quality.
- Defined quality in terms of excellence, differentiating him from contemporaries like Juran and Deming.
- Wyckoff (1992) suggested service quality is the degree of excellence in fulfilling customer requirements.
Patterns of Progression (Peters)
- Quality is considered within natural work groups, with suppliers, field sales/service.
- Emphasizes cross-functional teams and system improvements for quality enhancement.
- Prioritizes customer proximity and total customer responsiveness as central to service delivery.
- Consistency in service is acommon standard among service quality theorists.
Organizational Culture Shift
- Instilling quality concepts may require a fundamental change in organizational culture.
- Successful organizations prioritize customer-centric approaches, like Marriott's mission "The Spirit to Serve."
- Quality is achievable by any organization and is not solely dependent on pricing.
Common Misconceptions about Quality
- The belief that higher prices guarantee better quality is misleading.
- Budget airlines like Buzz and EasyJet challenged assumptions that lower prices equate to inferior service.
- Quality standards (e.g., safety, compliance) must be met at all service levels, regardless of cost.
Crosby’s Zero Defects Concept
- Crosby's ‘zero defects’ goal emphasizes that perfect execution is the performance standard.
- Celebrating 'Zero Defects Day' recognizes 100% conformity to specifications.
- The concept, while extreme, is aimed at improving service sectors such as tourism and leisure.
- Crosby’s five absolutes of quality management guide organizations toward quality improvements.
Implementation Challenges
- Crosby’s approach involves a 14-step program for quality improvements and aims for Zero Defects Day.
- Techniques include continuous improvement and staff training, akin to strategies by Deming and Juran.
- Crosby viewed services and manufacturing similarly; performance indicators are crucial for assessing conformance.
- High turnover in tourism and leisure complicates the applicability of the zero defects goal, as consistent service quality is challenging.
Continuous Improvement
- Focuses on customer-oriented quality, placing customers at the center of operational processes.
- Aims to create systematic enhancements tailored to customer expectations and demands.
Quality as a Goal
- Customer perception of service quality relies on consistent excellence, as seen in successful organizations like Ritz Hotels and Disneyland.
- Peters outlined a seven-step program emphasizing a cultural shift in service organizations to achieve and deliver high quality.
- Wyckoff defined service quality as the degree of excellence in meeting customer needs, aligning with Peters' focus on customer centrality.
Patterns of Progression (Peters)
- Key areas for quality progression include:
- Quality within natural work groups
- Collaborations with suppliers
- Enhancements in field sales/service
- Cross-functional teamwork
- Improvements in systems and responsiveness to customers
- Consistency in service is crucial for aligning with customer expectations.
- Mission statements, such as Marriott's "The Spirit to Serve," prioritize customer focus.
Misconceptions about Quality and Price
- High quality service is not solely dependent on price; perceptions that cheaper options yield lower quality (e.g., "cheap and nasty") must be addressed.
- Both budget accommodations and luxury hotels must meet safety and service standards to ensure customer satisfaction.
Crosby’s Zero Defects
- Crosby introduced the "zero defects" concept as the ultimate quality goal, aiming for 100% conformance to specifications.
- Celebrating "Zero Defects Day" recognizes organizations achieving full compliance.
- The zero defects approach applies across industries, including tourism, but may be unrealistic due to challenges like seasonal staffing.
Continuous Improvement
- Continuous improvement emphasizes customer orientation, derived from early quality theories by Deming and Juran.
- Customer satisfaction occurs when service expectations align with perceptions.
- Kaizen, a Japanese concept of continuous improvement, stresses employee involvement in enhancing quality.
- Organizations can start improvement processes based on their current sophistication level.
Challenges in Achieving Total Quality Management (TQM)
- Barriers to TQM include:
- Lack of senior management commitment, treating quality as a short-term fix.
- Fear of change in work patterns.
- Insufficient resources to meet service standards.
- Internal focus over customer priorities.
- Poor data collection practices.
Training and Customer Care
- Customer care is often associated with basic training programs that lack depth and continuity.
- In-house tailored training can better meet organizational needs, as seen in specialized retail staff courses.
- Ongoing commitment to customer care should influence all organizational processes.
Dimensions of Service Quality
- Customer perceptions of service quality encompass five dimensions:
- Tangibles
- Empathy
- Assurance
- Responsiveness
- Reliability (considered the most critical by customers)
- Reliability involves the dependable and accurate delivery of promised services; failures here are immediately apparent to customers.
Financial Efficiency vs. Customer Care
- Organizations prioritizing financial efficiency may struggle to maintain effective customer care, leading to conflicting objectives and potential service failures.
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Description
Explore the key concepts of achieving quality service in organizations, focusing on customer perception and organizational culture. This quiz delves into Peters' seven-step progression program for delivering excellence, drawing parallels to renowned establishments like the Ritz Hotel and Disneyland.
