DAVID MAISTER MANAGING THE PROFESSIONAL SERVICE FIRM PDF

Maister is British by birth but has made his success in the US where he founded the highly successful Maister Associates Inc. Managing The Professional Service Firm. David H. Professional service firms differ from other business enterprises in two distinct ways: first they provide highly customised services thus cannot apply many of the management principles developed for product-based industries. Second, professional services are highly personalised, involving the skills of individuals.

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Order your copy today! Innovation in Professional Services. The Essential Professional Book List. Books for the Valuation Professional.

Managing the Professional Service Firm Two aspects of professional work create the special management challenges of the professional service firm. First, professional services involve a high degree of customization in their work.

Little, even management information, can be reliably made routine. Management principles and approaches from the industrial or mass-consumer sectors, based as they are on the standardization, supervision, and marketing of repetitive tasks and products, are not only inapplicable in the professional sector but may be dangerously wrong. Second, most professional services have a strong component of face-to-face interaction with the client.

As a consequence, definitions of quality and service take on special meanings and must be managed carefully. Very special skills are required of top performers. This compilation of 32 articles written over the previous ten years covers everything from strategy to profitability, marketing to motivating employees.

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25 years ago David Maister published Managing the Professional Service Firm

Order your copy today! Innovation in Professional Services. The Essential Professional Book List. Books for the Valuation Professional.

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Managing the Professional Service Firm

I count myself fortunate to have a copy inscribed by David on my bookshelf. He colourfully described a spectrum ranging from brain surgery the most complex, mission-critical work requiring specialised Expertise through grey hair requiring lots of Experience to routinised, procedural work Efficiency. The 3Es is my mnemonic. I can now report that beaton , our market insights and voice of the client consultancy, has produced what as far as I know is the first empirical and detailed evidence that clients of BigLaw firms see work types the same way as David first did. The next stage of our research is to identify how clients define Complex and Routine work and how these definitions are influenced by variables such the position held by the individual client e. My thanks to our Product Manager, Shanan Kan, for his creative and careful analysis of our datasets.

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