Abstract

Since the early 1980s, service management representatives have made an effort to distinguish service from manufacturing industries and highlight specific traits that characterize service industries. However, others have claimed that there is no need for such a distinction, and service would benefit from a clear technocratic thinking and standardization in order to improve quality, productivity and profitability. Service businesses are though personnel-intense and many encounters occur between managers, employees and customers. Using standards is not enough for this endeavour and managers are important as role models. Instead, it is argued that managers need ‘proper’ education to be able to meet that which does not follow patterns of rational reasoning and action. Humanism is introduced as an important aspect of future management education. Humanism can prepare managers to meet with those unique conditions and demands characterizing the personnel- and encounter-intense service sector.