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Highly successful implementations don't just happen, they are the result of proactive engagement with customers during implementation. To mitigate risks, Frontline are using the most optimal resources, establishing a strong accountability structure, and applying a solid proven methodology. As a result, our customers achieve high business value in a short period of time, with a low cost of implementation and low total cost of ownership (TCO).

According to Philip Armour (2000) quoted that, there is one element that is worth its weight in gold and that is loyalty. When patients expectations are met the next step is trust which leads to loyalty. In Marketing there are some customers who are loyal to a product or service, some not because they are not loyal; but the performance and the services received never satisfied them hence they switch form product or service. The base is trust. Napoleon Hill, said, it will cover a multitude of weakness. Lack of loyalty is one of the major causes of failure in every walk of life. Confidentiality of patients’ information is very crucial. Loyalty comes when health professionals keep patients medical records confidential and build the best relationship which results from the comeback of patients’. Also A. P. Gouthey (2007) said, if virtues be grades, loyalty, I think, would stand near the top of the list. At any rate, no leader can demonstrate his full capabilities without it. Management and employees loyalty is required in the healthcare industry that is conformance to the Code and conduct of Medical Council of India. Grøndahl (2012), concludes that patients’ perceptions of quality of care and patient satisfaction was depended on the desire to regain health, need to be met in a professional way as a unique person, perspective on life, and need to have balance between privacy and companionship.

In today's world, which is referred to as a global village, the competition of national and International organizations is increasing and it has become an obligation for organizations of all scales to manufacture quality goods and to give quality service. Organizational culture is a guideline potential of the employees, managers and the behaviours and beliefs of the organization as a whole. It is evaluated that without the active participation and creative power of the employees within strategic public bodies such as the Armed Forces, institutionalization of quality efforts will not be possible. In this study, the EFQM (European Foundation for Quality Management) Excellence Model and the Transformational Leadership Model, which is a postmodern leadership model, is synthesized and presented as the "EFQM Based Transformational Leadership Model" in order to increase employee performance and institutionalize quality culture in the Armed Forces. In this context, a theoretical analysis of EFQM Excellence Model and Transformational Leadership has been scoped out. In the following section, the EFQM Based Transformational Leadership Model which consists of the sixteen steps of Transformational Leadership and the expected results of the model in the creation of a quality organization for the efficiency and performance in the Armed Forces is proposed.

Cloud computing is the 5 th utility after electricity, water, gas and telephony. Nowadays, the market has been flooded with a large number of cloud service providers. These eservices are hosted on internet and is available to customer who wants to purchase it. In terms of economy and resource utilization, the cloud computing is advantageous to both customers and service providers but if optimal resource utilization is not carried out, it would become a disaster. Prior to commencement of services both service providers and customers enter into an agreement called Service Level Agreement(SLA), which contain the roles and responsibilities of both parties, scope of services, quality and performance requirements, charges and rates. Thus Quality of Services (QoS) plays an important role in making cloud service acceptable to customers. In this paper, a survey on mechanisms and methods proposed by various researchers with respect to their implementation principles, strengths and weakness is carried out.

The issue of Total Quality Management (TQM) has been a major focus of the whole business world. This is not unexpected as the benefits derivable from it are basic in reasoning. Best performing companies will attract best employees, future investments and probably maximize share value (Vukomanovic, Ceric&Radujković, 2007). The construction industry, being a business venture, is not exempted from this.TQM is a way of managing an organization in other to ensure the satisfaction at every stage of the needs and expectation of both internal and external customers i.e. shareholders, consumers of its goods and services, employees and the community in which it operates, by means of every job, every process being carried out right and safely(Latham, 1994; Watson, 2002). Key performance indicators (KPI) are utilized in the measurement and communication of performance among interested parties, such as investor, sub-contractor, clients, and employees. KPI presents a way of evaluating the effect of actions or concepts such as TQM in achieving goals for which they are set. Traditional performance measures were developed in the 20th century and were utilized as financial indicators such as annual revenue, income, profit, etc. as a unit of performance measurement. The set back of their use is that they are only able to measure and report already achieved impact and are unable to anticipate future result and thus improve future performance. This method of rating performance didn’t allow construction organizations to assess their performance correctly and so they started to fall behind other concurrent parties (Freema, & Beale, 1992). The key point for moving from a financial perspective has garnered the work from Kaplan and Norton -the authors of The Balanced Scorecard (BSC) (Vukomanovic, Ceric &Radujković, 2007), which concluded that management had to shift focus from financial indicators in orderfor the long-term goals not to be compromised. A need for a balanced set of measures is now widely accepted. Balance should be made within every business aspect, not just the financial aspect alone. In the last two decades, many industries, mainly production, implemented new methods and paradigm of thinking, i.e. BSC, in order to improve performance and thus the business’s efficiency and effectiveness.

PDM has arisen as an important issue in public-sector labor relations, as the problems of governance continue into the era of New Public Management. In major western countries, there have been many calls for reforming bureaucratic governments and promoting competition among public employees in opposition to traditional trade unions (Dell‟Aringa, Rocca & Keller, 2001). The Volcker Commission points out a crisis marked by government‟s inability to attract and retain high-quality employees, and the inability of government to respond effectively to the needs and aspirations of the American people. In their popular book, Reinventing Government, Osborne &Gaebler (1992) argue that the current bureaucratic form of government is outdated. They also contend that “hierarchical, centralized bureaucracies designed in the 1930s and 1940s simply do not function well in the rapidly changing, information-rich, knowledge-intensive society and economy of the 1990s” (11-12). Instead, they argue that governments in the 1990s should strive to become “more flexible, more innovative, and more entrepreneurial” (12).

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managing overall supply chain. But in India the Infrastructure is still to be better. Logistics deals with all activity that facilitate product flow from the point of raw material acquisition to the point of final consumption as well as the information flow that set the production in motion for the purpose of providing adequate levels of customer service at a reasonable cost. Logistics is thus concerned with the management of physical distribution of material. It begins from sources of supply and ends at the points of consumption. It is therefore, much wider in its reach than simply a concern with the movement of finished goods – a commonly held view of physical distribution. Transportation by rail, rather than by road, is expected to help domestic logistics players offer more cost-effective services to their clients and this in turn is likely to boost industries use of logistics. The effective implementation of TQM in Logistics and Supply Chain can reduce the costs and maximize the profits by rendering quality services.

For it is imperative to analyze and elucidate how this retail convenience chain is so successful with its organizational business model that it has become the world’s largest operating convenience store chain surpassing McDonalds (a fast food retail giant) in number of retail outlets across the world. This international chain- the 7/11 operates 56,400 stores in 18 countries, compared to MacDonald’s 36,000 outlets in 119 countries. It has been assumed that 7/11 employs some sort of perfectionist approach to customer service delivery, which exists in Japan and elsewhere. Besides, the organizational culture and organizational practice of convenience stores are highly goal-oriented, the reason we assume that they have adopted perfectionist approaches to customer service and store front management. Furthermore, we also assume that the organizational culture of convenience store provides a challenging as well as an excellent learning environment for their workforces to learn, adapt and to deliver superior performance despite having the image of long hours, low pay, and lack of future (Vastine 1976). However, the general objective of convenience stores is to serve customer, and serve them efficiently by creating a micro-environment wherein customers could efficiently self-service themselves at their own convenience. The result is that, these C-stores have been successful in creating such a customer-oriented environment that operates on the philosophy of excellent service culture. As Vastine (1976) has elucidated, if people are to perform proficiently, they need to be aware of goals, purpose, and performance standards. Thus, we can perceive that there exists a dynamic link between goals, purpose, and performance standards. Therefore, our endeavor in this respect is reasonable; i.e., to elucidate if there is any link between teleological dynamics and the approaches adopted by these storefronts aimed towards perfectionism in service quality management.

As corporate planners consider areas such as best practice, knowledge management, change management programmes and cost control measures, so they will require integrated approaches and strategies for dealing with them. One of the implications of integrated infrastructure management is that management tools become more generic so that they can be used together, and “cross border” relationships and knowledge become critical.

Job dissatisfaction is commonly associated with salaries, a lack of information, the reward system and insufficient commendations from superiors (SiOK, 2001–2008). According to Robbins (1991), job dissatisfaction manifests itself in employees leaving the organization, their attempts to actively voice their opinions (proposals for improvements, activity in trade unions, conversations with superiors etc.), passive loyalty (waiting for the situation to improve and being confident that the management will take the right decisions) and negligence (absences, being late, a large number of errors etc.). The consequences of dissatisfaction observed in employees also include problems with their mental and physical health (Garland, 2002) as well as low morale (Lambert, 2001). Other areas influenced by low job satisfaction include absenteeism, performance and organizational commitment (Lambert, Edwards, Camp and Saylor, 2005) as well as burnout (Whitehead, 1989). All of the above- mentioned result in additional costs (Camp and Lambert, 2006) and lost time for the organization and, consequently, negatively affect its competitiveness and development opportunities. Tutuncu and Kucukusta (2010) claim that the extent to which employees are satisfied with what they are responsible for may directly influence the level of customer satisfaction with their services and products.

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November, I highlighted those areas where underperformance is most entrenched, where educational standards are not just low, but where a culture of aspiration is almost entirely lacking. This white paper proposes new measures firstly to identify those areas, but secondly to create new achieving excellence areas, including coastal and rural areas where a history of chronic underperformance is coupled with a lack of capacity to improve. We won’t be reasserting top-down bureaucratic control in these areas - but instead targeting and directing our programmes of support intensively on particular areas and making sure they have the great teachers, leaders, system leaders and sponsors the need to succeed.

It is a known fact that an efficient and effective management of organizational resources can lead organizations towards achieving Corporate Excellence. In that process Managers of organization plays a vital role. This is an empirical study and is and it finds out the shift in roles of managers, from traditional to modern time business. As well as it finds out the difference in management techniques adopted by managers in High on Excellence and Low on Excellence organizations, and to trace the pitfalls lying with the managers of low on excellence organizations. The study has it scope for business houses to know their weak points, if they have performance issues. It also gives suggestive measures to low performing organizations to help them in bettering their performance.

The European Model for Business Excellence (EFQM model) [11], developed in 1991, was a breakthrough in management and quality improvement, and has been applied successfully among thousands of companies, mainly all over Europe. Over time such initiatives become rigid, as they appear to be unable to include new devel- opments in their conceptual thinking and business appli- ances. Their failure to include a phase-wise approach caused us to develop the Global Excellence Model (GEM). However, the resemblances are much more important, than the differences. See www.efqm.org for further infor- mation.

Offering growth opportunities to excellent suppliers and sub-contractors in the construction sector is hard because of the need & transaction uncertainty which is present. Moreover, working with one party for a long time may result in a negative influence on performance since other suppliers and sub-contractors may have found smarter solutions or lowered their prices. This has an influence on the price level of the managing contractor and therefore resulting in less tenders won. To improve this aspect, Strukton could start by selecting suppliers and sub-contractors on more than price only. Nowadays, a superficial supplier selection process is in place which is mostly executed based on experiences and ad hoc decisions. Extending this process and incorporate additional criteria (with possible discount options for excellent past performance) constructs an incentive for suppliers and sub- contractors to constantly improve their business and therefore remain a good supplier/ sub- contractor for a managing contractor. It can also increase the perception of growth opportunities since offering an excellent product in terms of price and quality can yield additional work which was not acquired with price only selection.

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Ease manufacturing, simple ingredients and wide range actives can be entrapped along with a programmable release make microsponges extremely attractive. It is originally developed for topical delivery of drugs like anti-acne, anti-inflammatory, anti-fungal, anti-dandruffs, antipruritics, rubefacients etc. Microsponge Delivery System holds a promising future in various pharmaceutical applications in the coming years as they have unique properties like enhanced product performance and elegancy, extended release, reduced irritation, improved thermal, physical, and chemical stability so flexible to develop novel product forms. Researchers are continuously trying to develop a drug delivery system which is cost effective and having better therapeutic efficacy. The technology showed such promises to meet researchers expectations. numerous studies reveal that microsponge systems are non- irritating, non-mutagenic, non-allergenic, and non-toxic. A Microsponge Delivery System can entrap wide range of actives and then release them onto the skin over a time and in response to trigger. It is a unique technology for the controlled release of topical agents and consists of microporous beads loaded with active agent and also use for oral as well as biopharmaceutical drug delivery. A Microsponge Delivery System can release its active ingredient on a time mode and also in response to other stimuli. Thus microsponge has got a lot of potential and is a very emerging field which is needed to be explored.

The drug delivery technology landscape has become highly competitive and rapidly evolving. More and more developments in delivery systems are being integrated to optimize the efficacy and cost- effectiveness of the therapy. 1 Several predictable and reliable systems were developed for systemic drugs under the heading of transdermal delivery system (TDS) using the skin as portal of entry. 2 It has improved the efficacy and safety of many drugs that may be better administered through skin. But TDS is not practical for delivery of materials whose final target is skin itself. Controlled release of drugs onto the epidermis with assurance that the drug remains primarily localized and does not enter the systemic circulation in significant amounts is an area of research that has only recently been addressed with success. No efficient vehicles have been developed for controlled and localized delivery of drugs into the stratum corneum and underlying skin layers and not beyond the epidermis. Application of topical drugs suffers many problems such as ointments, which are often aesthetically unappealing, greasiness, stickiness etc. that often results into lack of patient compliance. These vehicles require high concentrations of active agents for effective therapy because of their low efficiency of delivery system, resulting into irritation and allergic reactions in significant users. Other drawbacks of topical formulations are uncontrolled evaporation of active ingredient, unpleasant odour and potential incompatibility of drugs with the vehicles. Thus the need exists for system to maximize amount of time that an active ingredient is present either on skin surface or with in the epidermis, while minimizing its transdermal penetration into the body. The microsponge delivery system fulfills these requirements.

After having developed its expertise for the benefit of its sole parent company, RMA Watanya, leading Moroccan insurance group, RMA Capital is now an independent subsidiary, specialising in the long- term management of assets. A major player in the Moroccan financial market, RMA Capital is responsible for the management of the company’s real estate and financial asset base. It also offers a domestic, regional and European clientele proven know-how in the area of savings management and a capacity to operate on all asset classes: Listed, Non-listed, Private Equity, Fixed Income, and International.