O STANDARYZACJI PRACY W OBSŁUDZE KLIENTA 1 PROCESACH ORGANIZACYJNEGO UCZENIA SIĘ
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Date
2006
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Wydział Prawa i Administracji UAM
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THE STANDARISATION OF CLIENT SERVICE AND PROCESSES OF ORGANISATION LEARNING
Abstract
Paul Lillrank, in his work The Quality o f Standard, Routine and Nonroutine Processes, considers
the cause o f the gap between approaches to quality control in industry and the services to lie
in the difference between standard and non-routine processes. The primary cause of this discrepancy
lies in the category of “interpretation” , which is used in non-routine processes to signify the
use of new criteria (created basing on concrete cases) for classification. Dividing the various kinds
of service environments into three categories allows us to see the drawbacks of Lillrank’s differentiation.
Lillrank’s paradigmatic example (qualifying for surgery) is a specific example of a professional
service combining management o f emotions and management of procedural innovation. The
model o f three spheres in which services are performed seems to give a better insight into the issue
of “interpretation” in the service area, as it enables differentiating interpretation of facts and interpretation
of emotions. It enables us to formulate the conditions under which organizational
learning takes place, and to show the areas in which the organization refuses to analyse non-routine
processes.
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Ruch Prawniczy, Ekonomiczny i Socjologiczny 68, 2006, z. 1, s. 193-204.