Management Lessons from Mayo Clinic: Inside One of the World’s Most Admired Service Organizations Hardcover – May 19, 2008
Author: Leonard Berry | Language: English | ISBN: 0071590730 | Format: PDF, EPUB
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From the Back Cover
Prescriptions for Service Success
“Quite possibly the most important management book to appear in more than a decade…essential reading for the leaders of any type of organization.”-Gerald Zaltman, PhD, author of How Customers Think
“This book reads like a thriller taking you into the heart of a great organization and peeling off, layer by layer, the secrets of creating incomparable performance for your customers and your partners. It should be read by everyone in business.”-Philip Kotler, Ph.D., S.C. Johnson & Son Distinguished Professor of International Marketing, Kellogg School of Management, Northwestern University
“A landmark. Through deep study, respectful listening, and eloquent reporting, the authors connect 'service success' to the very core of healthcare's mission and to the very soul of the healthcare workforce.”-Donald M. Berwick, M.D., MPP, president and CEO, Institute for Healthcare Improvement
“This book is an essential read for those managing labor-intensive, highly interactive service businesses, and offers thought provoking guidance to anyone seeking to build a customer-focused culture.”-George Day, Ph.D., Geoffrey T. Boisi Professor and codirector, Mack Center for Technological Innovation, Wharton School, University of Pennsylvania
“Berry and Seltman have now defined a new gold standard for service with their extraordinary assessments of the prestigious Mayo Clinic's service culture and management.”-James D. Rogers, chairman/CEO, Kampgrounds of America Inc.
“An extraordinary book that provides wonderful lessons in how to build and sustain service excellence in any business organization. It also offers superb insights on how unshakable core values can drive a successful culture.”-Stephen W. Brown, Ph.D., Executive Director, Center for Services Leadership, W.P. Carey School of Business, Arizona State University
About the Author
Leonard Berry, PhD, is Distinguished Professor of Marketing, and holds the M.B. Zale Chair in Retailing and Marketing Leadership in the Mays Business School at Texas A&M University. He is also Professor of Humanities in Medicine, College of Medicine, Texas A&M Health Science Center. Dr. Berry is the author of several service quality bestsellers and the recipient of the 2007 American Marketing Association/Irwin/McGraw-Hill Distinguished Marketing Educator Award and the 2008 Paul D. Converse Award.
Kent Seltman, PhD, served as director of marketing at Mayo Clinic from 1992 through 2006. With more than 25 years of experience in healthcare marketing, Dr. Seltman writes and lectures frequently on marketing and branding. He also served as editor of Marketing Health Services, published by the American Marketing Association.
Direct download links available for Management Lessons from Mayo Clinic: Inside One of the World’s Most Admired Service Organizations Hardcover – May 19, 2008
- Hardcover: 256 pages
- Publisher: McGraw-Hill; 1 edition (May 19, 2008)
- Language: English
- ISBN-10: 0071590730
- ISBN-13: 978-0071590730
- Product Dimensions: 9.3 x 6.3 x 1.1 inches
- Shipping Weight: 1.3 pounds (View shipping rates and policies)
- Amazon Best Sellers Rank: #68,762 in Books (See Top 100 in Books)
- #23 in Books > Medical Books > Administration & Medicine Economics > Health Care Administration
- #26 in Books > Business & Money > Management & Leadership > Operations Research
- #82 in Books > Business & Money > Industries & Professions > Customer Service
"Management Lessons from Mayo Clinic" explains how one service organization built a brand based on customer service that has lasted more than a century. This book offers examples of customer service that could be applied to the management of any organization.
After reading the book, it is obvious to me that the authors have successfully communicated why Mayo Clinic has become an almost mythical institution. They stated in the beginning that the Clinic culture was based on its core principles and then described how the founders reinforced these principles by example and passed on the culture of value to the subsequent leaders and other employees. They drive home the point of the book and mantra of the clinic: "the needs of the patient come first."
The authors tended to emphasize the positives within the organization while glossing over the negatives. Perhaps you can argue that it was not the purpose of the book to point out the mistakes the Clinic has made. The authors admit that there have been mistakes and problems but didn't give much depth into what the problems actually were. It should be noted that one of the authors had recently retired from 15 years of service to the Clinic and may not be able to offer an objective critical analysis of the Clinic.
The authors mention the time spent in committees but don't really mention anyone complaining about the time lost (page 116). It would be interesting to hear suggestions or even an outright complaint from an employee regarding the time spent in these meetings. Has the Mayo Clinic become so proficient at communication that every employee understands the value of time spent in meetings? Perhaps they have.
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