The present research paper studies "the relationship of types of culture and the execution of organizational excellencies based on the EFQM model in government organizations" in which its results are analyzed and interpreted generally. The required data for this research have been collected from 311questionnaires containing questions of personal details and questions about the research hypotheses. In this study, the descriptive statistics methods were used to describe the data such as frequency tables, charts, and the frequency histogram for the major and minor variables. Moreover, after Chi-Square Test (independence) which was used to test the independence of variables, Kendall and Spearman correlation tests were used to determine the correlation. In this study, all statistical analyses were performed using computer and SPSS software.
CRM has been gaining popularity in all business sector organisations. It is playing key role in reshaping and regulating the traditional business practices across globe. CRM being customer-centric strategy attracts heavy investments to strengthen the customer relationships. However, not all organisations are able to reap benefits due to various reasons. One of the reasons is not having clear understanding of CRM, its effectiveness or implications. Many organisations incorrectly perceive CRM to be a standalone technological investment. Focussing only on CRM technology and its usage in enhancing customer relations has obvious limitations as the umbrella of CRM concept is exceptionally wide in reach. It is considered to be driven by combination of resources like People, Process and Technology. This research focuses on effectiveness of CRM beyond technology implementation from organisational standpoint in dealing with customers. Four dimensions are identified that result in CRM effectiveness at an enterprise-wide level i.e. Customer Selection Orientation, Business Cycle Orientation, Cross-Functional Integration, and Dual Value Creation. This study involves questionnaire survey of 35 IT Services Firms in Pune. Data collected is analysed using Binomial test in SPSS. Results confirm these dimensions to be positively triggering CRM effectiveness in Reality and further providing substantial base for better understanding of CRM concept. This research implies that closely following the CRM effectiveness approach will potentially help organisations in monitoring their CRM activity, improving CRM effectiveness and would also provide considerable room for curbing CRM failure possibilities.Managing relationship between firms and its global clientele has been transformed hugely due to the advent of the internet and new associated fast paced technologies.
The purpose of this research paper is to study infusion of technology in services marketing, and to investigate role of technology as an enabler to manage service gaps. Service gaps are theorized to be arising from internal organizational inconsistencies, and affect service quality perceptions of the customers. The research design comprised of bibliometric analysis, citation count, and review of literature in services marketing in relation to its engagements with technology aspect. The major findings point to, extensive use of technology by service firms to minimize internal and external service gaps. Various technologies are contributing towards interlinking stakeholders by creating seamless service processes. Newer technologies has potential of efficiently interlinking stakeholders, thus improving service quality by minimizing external (customer) and internal service gaps. Technology though being adopted by service industry extensively, its implication in relation to service gaps model has not been discussed by researchers.
This paper aims to study the need for moderation, factors affecting moderation and its contribution to organizational improvement. Organizations are made up of people working in groups and handling different roles. Employees differ in terms of ego, thinking preferences, attitude, perceptions, behavior etc. Often, these individual differences create group synergy and team excellence. More often than not, these individual differences also create extremities and polarities in the group which become difficult to resolve and challenges/ problems are not solved in the optimal manner and become time and resource consuming and become more of a blame fixing game than a problem solving exercise. Removing such extremities of thoughts, opinions, perceptions, behaviors etc and to channelize teams towards common goals requires the intervention of trained and experienced moderators. Moderation techniques, if used properly, can help teams to work on problem statements and generate effective solutions and action plans. A repeated-measures experimental design for 28 subjects revealed that moderated meetings are more effective compared to non-moderated meeting.
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