This document summarizes A. Parasuraman's research on measuring customer perceptions of service quality. It describes a model of service quality with five gaps between customer expectations and provider performance. It also introduces SERVQUAL, a survey tool developed to measure service quality across five dimensions: reliability, responsiveness, assurance, empathy and tangibles. The document outlines SERVQUAL's development through multiple studies across industries and refinement of survey items. It shows how SERVQUAL can identify strengths and weaknesses in customer perceptions to help organizations improve service quality.
The document discusses the GAPS model of service quality. It describes 7 potential gaps between customer expectations and perceptions of service: 1) knowledge gap, 2) standards gap, 3) delivery gap, 4) internal communications gap, 5) perceptions gap, 6) interpretation gap, and 7) service gap. The largest gap is the service gap, which is the difference between expected and perceived service. The document provides recommendations for closing each gap to improve service quality.
The document discusses service quality management. It defines service quality management as encompassing processes to assess quality according to customer expectations and monitor services. It also discusses measuring the gap between expectations and reality to identify areas for improvement. The benefits of service quality management include implementing systems to monitor quality across touchpoints and receive performance reports to view business from different perspectives. It also discusses the five dimensions of service quality - tangibles, reliability, responsiveness, assurance, and empathy. Finally, it presents the gap model of service quality, which identifies five gaps between customer expectations and perceptions: the knowledge gap, policy gap, delivery gap, communication gap, and customer gap.
This document discusses the service quality gaps model, which identifies five key gaps that can lead to poor service quality perceptions. The five gaps are: 1) between customer expectations and management perceptions, 2) between management perceptions and service quality specifications, 3) between service quality specifications and service delivery, 4) between service delivery and external communications, and 5) between expected service and perceived service. The model provides an integrated view of the customer-company relationship and identifies factors that can contribute to each gap.
This document discusses service quality and the SERVQUAL model. It defines service quality as an assessment of how well a delivered service meets a customer's expectations. The SERVQUAL model measures service quality across five dimensions: responsiveness, assurance, tangibles, empathy, and reliability. It also identifies five gaps that can cause poor service quality if not addressed: the knowledge gap, policy gap, delivery gap, communication gap, and customer gap. Closing these gaps is important for improving customer satisfaction and delivering high quality services.
Leadership plays a critical role in implementing a total quality management program in an
organization. Leaders must develop a quality policy and plans to implement it, take responsibility
for reviewing and improving the policy, and ensure it is understood at all levels. They must act as
role models, develop clear strategies and supporting plans to achieve quality objectives, and
communicate and motivate employees to participate in quality initiatives. A real example is
provided of a company called PCAA that failed to establish effective leadership, which negatively
impacted their quality management system efforts despite pursuing ISO 9001 certification.
This document discusses various perspectives on defining and measuring service quality. It begins by outlining four common definitions of quality: product-based, user-based, manufacturing-based, and value-based. It then describes two categories of service quality - internal and external quality. Several frameworks for measuring dimensions of service quality are presented, including the eight dimensions identified by David Garvin and the SERVQUAL model developed by Parasuraman, Zeithmal and Berry. The document also discusses tools for collecting customer feedback and analyzing service quality problems.
The document discusses the GAPS model of service quality. It describes 7 potential gaps between customer expectations and perceptions of service: 1) knowledge gap, 2) standards gap, 3) delivery gap, 4) internal communications gap, 5) perceptions gap, 6) interpretation gap, and 7) service gap. The largest gap is the service gap, which is the difference between expected and perceived service. The document provides recommendations for closing each gap to improve service quality.
The document discusses service quality management. It defines service quality management as encompassing processes to assess quality according to customer expectations and monitor services. It also discusses measuring the gap between expectations and reality to identify areas for improvement. The benefits of service quality management include implementing systems to monitor quality across touchpoints and receive performance reports to view business from different perspectives. It also discusses the five dimensions of service quality - tangibles, reliability, responsiveness, assurance, and empathy. Finally, it presents the gap model of service quality, which identifies five gaps between customer expectations and perceptions: the knowledge gap, policy gap, delivery gap, communication gap, and customer gap.
This document discusses the service quality gaps model, which identifies five key gaps that can lead to poor service quality perceptions. The five gaps are: 1) between customer expectations and management perceptions, 2) between management perceptions and service quality specifications, 3) between service quality specifications and service delivery, 4) between service delivery and external communications, and 5) between expected service and perceived service. The model provides an integrated view of the customer-company relationship and identifies factors that can contribute to each gap.
This document discusses service quality and the SERVQUAL model. It defines service quality as an assessment of how well a delivered service meets a customer's expectations. The SERVQUAL model measures service quality across five dimensions: responsiveness, assurance, tangibles, empathy, and reliability. It also identifies five gaps that can cause poor service quality if not addressed: the knowledge gap, policy gap, delivery gap, communication gap, and customer gap. Closing these gaps is important for improving customer satisfaction and delivering high quality services.
Leadership plays a critical role in implementing a total quality management program in an
organization. Leaders must develop a quality policy and plans to implement it, take responsibility
for reviewing and improving the policy, and ensure it is understood at all levels. They must act as
role models, develop clear strategies and supporting plans to achieve quality objectives, and
communicate and motivate employees to participate in quality initiatives. A real example is
provided of a company called PCAA that failed to establish effective leadership, which negatively
impacted their quality management system efforts despite pursuing ISO 9001 certification.
This document discusses various perspectives on defining and measuring service quality. It begins by outlining four common definitions of quality: product-based, user-based, manufacturing-based, and value-based. It then describes two categories of service quality - internal and external quality. Several frameworks for measuring dimensions of service quality are presented, including the eight dimensions identified by David Garvin and the SERVQUAL model developed by Parasuraman, Zeithmal and Berry. The document also discusses tools for collecting customer feedback and analyzing service quality problems.
This document discusses different perspectives on defining and measuring service quality, including product-based, user-based, manufacturing-based, value-based, and transcendental views. It also examines internal and external definitions of quality. Key frameworks for understanding dimensions of quality are presented, including the eight dimensions identified by David Garvin and the five dimensions of the SERVQUAL model developed by Parasuraman, Zeithmal, and Berry. The document analyzes provider gaps and customer gaps in quality using the SERVQUAL gap model.
This document discusses improving service quality and productivity. It defines service quality from different perspectives and identifies key factors that influence customer expectations. The five components of service quality are discussed as well as SERVQUAL, a framework for measuring service quality gaps. Tools for measuring and addressing service quality problems are presented, including the gaps model, blueprinting, and cause-and-effect charts. Different types of demand and roles of employees that can influence customers are also summarized.
Here are the key causes and solutions to gap 2:
Causes:
- Inadequate service quality specifications and standards
- Lack of integration between departments in developing service standards
Solutions:
- Define clear, measurable service quality standards based on customer expectations
- Involve all departments in developing and agreeing on service standards
- Train employees on service standards and empower them to meet standards
- Monitor service delivery against standards and take corrective action for any gaps
Closing the gap involves setting the right service quality standards based on customer research and ensuring a coordinated effort across departments to deliver to those standards. Regular monitoring and improvement is also important.
The document outlines Parasuraman, Berry, and Zeithaml's Gaps Model of Service Quality which identifies gaps between customer expectations and perceptions that can occur within an organization, and it discusses their SERVQUAL framework for measuring service quality across five dimensions: tangibles, reliability, responsiveness, assurance, and empathy. The Gaps Model is used to show how four internal gaps within a company relating to understanding customer expectations, service design, service delivery, and communications can contribute to an overall gap between customer expectations and perceptions of service quality.
The document discusses various methods for conducting customer research and measuring service quality, including mystery shopping, customer surveys, focus groups, and employee surveys. It also covers frameworks for understanding customer relationships and loyalty, such as the customer pyramid model and relationship development model. Finally, it discusses strategies for developing new services, such as service blueprinting, and guaranteeing service quality.
This document summarizes the findings of a survey on quality management practices in contact centers. The survey elicited information from quality, customer service, and contact center managers around the world in order to understand current practices and what best practices look like. Key findings include that most centers evaluate 10 or more calls per agent per month, place high importance on service quality, and want more emphasis on quality monitoring, coaching, and data reporting. Challenges include low coaching frequencies and inconsistencies in call evaluation. The document provides tips and resources for improving quality management.
The document discusses service quality and identifies five gaps that can exist between customer expectations and the actual service delivered.
Gap 1 is between customer expectations and management's perception of expectations, which can occur due to lack of market research and communication between management and customers.
Gap 2 is between management's perception of expectations and service quality specifications, which can be caused by lack of management commitment, perception that expectations cannot be met, and absence of clear quality goals.
Gap 3 is between quality specifications and actual service delivery, and can result from role ambiguity/conflict, poor job-person fit, inappropriate supervision, and lack of teamwork.
The document provides remedies to close each gap, such as improving communication, training
Bandhan Bank was incorporated in 2014 as a wholly owned subsidiary of Bandhan Financial Holdings. It is headquartered in Kolkata and was the first bank set up in eastern India after independence. The bank started with a capital base of over Rs. 2,500 crore and seeks to offer banking products and services to both urban and rural customers across India, with a special focus on eastern and northeastern regions. Its target customers include urban, semi-urban, and rural populations, mainly focusing on women.
The document discusses the Gaps Model of Service Quality. It presents five gaps that can exist between a customer's expectations of service and a company's actual service performance:
1) The difference between customer expectations and management perceptions of expectations.
2) The difference between management perceptions of customer expectations and service quality specifications.
3) The difference between service quality specifications and the actual service delivery.
4) The difference between what is communicated externally about the service and what is actually delivered.
5) The difference between customer expectations of service and their perceptions of the service received.
Chapter 3- Service quality and productivity.pdfOshadiVindika
Service quality is defined as meeting or exceeding customer expectations through high performance. SERVQUAL is a framework for measuring service quality across five dimensions: reliability, responsiveness, assurance, empathy and tangibles. There are five gaps between customer expectations and perceptions: 1) manager vs customer expectations, 2) standards vs expectations, 3) delivery vs standards, 4) promises vs delivery, 5) perceptions vs expectations. Strategies to close the gaps include improving communication between managers and customers, setting appropriate quality standards, ensuring delivery meets standards, aligning promises with capabilities, and consistently meeting expectations. Effective customer feedback uses a mix of tools to assess satisfaction, drive improvements and create a customer-centric culture.
Lessons Learned in Building a Best-in-Class Customer Success OrganizationTotango
This document discusses lessons learned in building a best-in-class customer success organization. It finds that the highest rated customer touchpoints are about relationships, service, support, communication and trust. It recommends identifying customer success offerings, establishing delivery capabilities, and building practice areas around project success, adoption success and operational success. The document also discusses segmenting offerings for different customer types, creating a single customer view through journey mapping, and establishing governance through a change methodology.
The document discusses various dimensions of service quality including the SERVQUAL model which measures reliability, responsiveness, assurance, empathy and tangibles. It also discusses people, process and physical evidence as part of an expanded marketing mix for services. Key aspects of measuring service quality are defining standards, benchmarking against competitors, soliciting and analyzing complaints, and conducting critical incident studies. The goal is to improve customer satisfaction and obtain a return on investments in service quality through increased revenues and profits.
The document discusses service quality management. It defines service quality management and outlines the SERVQUAL model for measuring quality, which includes reliability, assurance, tangibles, empathy, and responsiveness. It also discusses five common gaps in quality service delivery: between consumer expectations and management perception; between management perception and service quality specifications; between specifications and service delivery; between delivery and communications; and between expected and experienced service. The document emphasizes the importance of service quality management for customer satisfaction, loyalty, desired products, increased revenue, and coordination within an organization.
The document discusses building a strong service culture in organizations. It defines service culture as promoting behaviors that lead to high customer service. Building a service culture requires sustained efforts over time, including developing people, hiring the right employees, providing support, and ensuring a customer-centric focus. There are also seven gaps in effective service delivery: knowledge, standards, delivery, internal communication, perception, interpretation, and service gaps. Strategies to close these gaps include clarifying employee roles, setting realistic communication promises, and ensuring performance meets standards.
Optimizing the Profitable Link Between Employees and Customer Loyalty BehaviorAquent
The document discusses research on employee ambassadorship and its link to customer loyalty and business results. It presents a conceptual model showing that emotionally and rationally committed employees can become advocates who actively promote the brand, while disconnected employees may become saboteurs who negatively impact reputation. Research findings demonstrate strong correlations between employee commitment measures and customer loyalty/satisfaction ratings.
The document discusses DataActiva's approach to measuring customer satisfaction and loyalty through a multi-phase program. It involves conducting qualitative and quantitative research with customers and management to understand needs, expectations, and drivers of loyalty. Metrics and objectives are then developed and tracked over time to provide actionable insights and recommendations to optimize customer value, engagement, and retention. A variety of methodologies are used to collect data on satisfaction with customer service, marketing activities, and overall performance versus competitors.
This document discusses the importance of understanding customers through marketing research for service businesses. It outlines common research objectives such as identifying customer requirements and expectations. Effective research programs include measuring perceptions and expectations, loyalty intentions, and statistical validity. A variety of research methods are presented, including surveys, focus groups, and mystery shopping. The stages of research including defining problems, developing measurements, implementing programs, collecting data, analyzing findings, and reporting are also outlined. Finally, techniques for analyzing service quality perceptions relative to zones of tolerance and using importance/performance matrices are presented.
The document discusses the importance of quality and reliability in services marketing. It argues that quality and reliability are the foundations of services marketing excellence. When services are similar, performance and customer experience become the core differentiators. Delivering high quality services that meet or exceed customer expectations is crucial to gaining competitive advantage and building customer loyalty. The key aspects of quality services discussed are reliability, responsiveness, assurance and empathy from the customer's perspective.
The document discusses the Service Quality Gaps Model, which identifies four key gaps between a customer's expectations of service and a provider's actual service performance. The four gaps are: 1) differences between customer expectations and management perceptions, 2) differences between management perceptions and service quality specifications, 3) differences between specifications and actual service delivery, and 4) differences between service delivery and external communications to customers. The document also provides examples of how companies like IKEA, Starbucks, IBM and GE work to close these gaps to improve customer satisfaction.
Customer expectations are beliefs about a service that act as standards against which performance is judged. There are different types of expectations including ideal, normative, experience-based, and minimum tolerance levels. Marketers should be aware of factors that influence expectations like perceived alternatives, word-of-mouth, and past experiences. To manage expectations, companies should understand what customers will accept as adequate service and aim to meet or exceed expectations through consistent, high-quality performance.
This document discusses different perspectives on defining and measuring service quality, including product-based, user-based, manufacturing-based, value-based, and transcendental views. It also examines internal and external definitions of quality. Key frameworks for understanding dimensions of quality are presented, including the eight dimensions identified by David Garvin and the five dimensions of the SERVQUAL model developed by Parasuraman, Zeithmal, and Berry. The document analyzes provider gaps and customer gaps in quality using the SERVQUAL gap model.
This document discusses improving service quality and productivity. It defines service quality from different perspectives and identifies key factors that influence customer expectations. The five components of service quality are discussed as well as SERVQUAL, a framework for measuring service quality gaps. Tools for measuring and addressing service quality problems are presented, including the gaps model, blueprinting, and cause-and-effect charts. Different types of demand and roles of employees that can influence customers are also summarized.
Here are the key causes and solutions to gap 2:
Causes:
- Inadequate service quality specifications and standards
- Lack of integration between departments in developing service standards
Solutions:
- Define clear, measurable service quality standards based on customer expectations
- Involve all departments in developing and agreeing on service standards
- Train employees on service standards and empower them to meet standards
- Monitor service delivery against standards and take corrective action for any gaps
Closing the gap involves setting the right service quality standards based on customer research and ensuring a coordinated effort across departments to deliver to those standards. Regular monitoring and improvement is also important.
The document outlines Parasuraman, Berry, and Zeithaml's Gaps Model of Service Quality which identifies gaps between customer expectations and perceptions that can occur within an organization, and it discusses their SERVQUAL framework for measuring service quality across five dimensions: tangibles, reliability, responsiveness, assurance, and empathy. The Gaps Model is used to show how four internal gaps within a company relating to understanding customer expectations, service design, service delivery, and communications can contribute to an overall gap between customer expectations and perceptions of service quality.
The document discusses various methods for conducting customer research and measuring service quality, including mystery shopping, customer surveys, focus groups, and employee surveys. It also covers frameworks for understanding customer relationships and loyalty, such as the customer pyramid model and relationship development model. Finally, it discusses strategies for developing new services, such as service blueprinting, and guaranteeing service quality.
This document summarizes the findings of a survey on quality management practices in contact centers. The survey elicited information from quality, customer service, and contact center managers around the world in order to understand current practices and what best practices look like. Key findings include that most centers evaluate 10 or more calls per agent per month, place high importance on service quality, and want more emphasis on quality monitoring, coaching, and data reporting. Challenges include low coaching frequencies and inconsistencies in call evaluation. The document provides tips and resources for improving quality management.
The document discusses service quality and identifies five gaps that can exist between customer expectations and the actual service delivered.
Gap 1 is between customer expectations and management's perception of expectations, which can occur due to lack of market research and communication between management and customers.
Gap 2 is between management's perception of expectations and service quality specifications, which can be caused by lack of management commitment, perception that expectations cannot be met, and absence of clear quality goals.
Gap 3 is between quality specifications and actual service delivery, and can result from role ambiguity/conflict, poor job-person fit, inappropriate supervision, and lack of teamwork.
The document provides remedies to close each gap, such as improving communication, training
Bandhan Bank was incorporated in 2014 as a wholly owned subsidiary of Bandhan Financial Holdings. It is headquartered in Kolkata and was the first bank set up in eastern India after independence. The bank started with a capital base of over Rs. 2,500 crore and seeks to offer banking products and services to both urban and rural customers across India, with a special focus on eastern and northeastern regions. Its target customers include urban, semi-urban, and rural populations, mainly focusing on women.
The document discusses the Gaps Model of Service Quality. It presents five gaps that can exist between a customer's expectations of service and a company's actual service performance:
1) The difference between customer expectations and management perceptions of expectations.
2) The difference between management perceptions of customer expectations and service quality specifications.
3) The difference between service quality specifications and the actual service delivery.
4) The difference between what is communicated externally about the service and what is actually delivered.
5) The difference between customer expectations of service and their perceptions of the service received.
Chapter 3- Service quality and productivity.pdfOshadiVindika
Service quality is defined as meeting or exceeding customer expectations through high performance. SERVQUAL is a framework for measuring service quality across five dimensions: reliability, responsiveness, assurance, empathy and tangibles. There are five gaps between customer expectations and perceptions: 1) manager vs customer expectations, 2) standards vs expectations, 3) delivery vs standards, 4) promises vs delivery, 5) perceptions vs expectations. Strategies to close the gaps include improving communication between managers and customers, setting appropriate quality standards, ensuring delivery meets standards, aligning promises with capabilities, and consistently meeting expectations. Effective customer feedback uses a mix of tools to assess satisfaction, drive improvements and create a customer-centric culture.
Lessons Learned in Building a Best-in-Class Customer Success OrganizationTotango
This document discusses lessons learned in building a best-in-class customer success organization. It finds that the highest rated customer touchpoints are about relationships, service, support, communication and trust. It recommends identifying customer success offerings, establishing delivery capabilities, and building practice areas around project success, adoption success and operational success. The document also discusses segmenting offerings for different customer types, creating a single customer view through journey mapping, and establishing governance through a change methodology.
The document discusses various dimensions of service quality including the SERVQUAL model which measures reliability, responsiveness, assurance, empathy and tangibles. It also discusses people, process and physical evidence as part of an expanded marketing mix for services. Key aspects of measuring service quality are defining standards, benchmarking against competitors, soliciting and analyzing complaints, and conducting critical incident studies. The goal is to improve customer satisfaction and obtain a return on investments in service quality through increased revenues and profits.
The document discusses service quality management. It defines service quality management and outlines the SERVQUAL model for measuring quality, which includes reliability, assurance, tangibles, empathy, and responsiveness. It also discusses five common gaps in quality service delivery: between consumer expectations and management perception; between management perception and service quality specifications; between specifications and service delivery; between delivery and communications; and between expected and experienced service. The document emphasizes the importance of service quality management for customer satisfaction, loyalty, desired products, increased revenue, and coordination within an organization.
The document discusses building a strong service culture in organizations. It defines service culture as promoting behaviors that lead to high customer service. Building a service culture requires sustained efforts over time, including developing people, hiring the right employees, providing support, and ensuring a customer-centric focus. There are also seven gaps in effective service delivery: knowledge, standards, delivery, internal communication, perception, interpretation, and service gaps. Strategies to close these gaps include clarifying employee roles, setting realistic communication promises, and ensuring performance meets standards.
Optimizing the Profitable Link Between Employees and Customer Loyalty BehaviorAquent
The document discusses research on employee ambassadorship and its link to customer loyalty and business results. It presents a conceptual model showing that emotionally and rationally committed employees can become advocates who actively promote the brand, while disconnected employees may become saboteurs who negatively impact reputation. Research findings demonstrate strong correlations between employee commitment measures and customer loyalty/satisfaction ratings.
The document discusses DataActiva's approach to measuring customer satisfaction and loyalty through a multi-phase program. It involves conducting qualitative and quantitative research with customers and management to understand needs, expectations, and drivers of loyalty. Metrics and objectives are then developed and tracked over time to provide actionable insights and recommendations to optimize customer value, engagement, and retention. A variety of methodologies are used to collect data on satisfaction with customer service, marketing activities, and overall performance versus competitors.
This document discusses the importance of understanding customers through marketing research for service businesses. It outlines common research objectives such as identifying customer requirements and expectations. Effective research programs include measuring perceptions and expectations, loyalty intentions, and statistical validity. A variety of research methods are presented, including surveys, focus groups, and mystery shopping. The stages of research including defining problems, developing measurements, implementing programs, collecting data, analyzing findings, and reporting are also outlined. Finally, techniques for analyzing service quality perceptions relative to zones of tolerance and using importance/performance matrices are presented.
The document discusses the importance of quality and reliability in services marketing. It argues that quality and reliability are the foundations of services marketing excellence. When services are similar, performance and customer experience become the core differentiators. Delivering high quality services that meet or exceed customer expectations is crucial to gaining competitive advantage and building customer loyalty. The key aspects of quality services discussed are reliability, responsiveness, assurance and empathy from the customer's perspective.
The document discusses the Service Quality Gaps Model, which identifies four key gaps between a customer's expectations of service and a provider's actual service performance. The four gaps are: 1) differences between customer expectations and management perceptions, 2) differences between management perceptions and service quality specifications, 3) differences between specifications and actual service delivery, and 4) differences between service delivery and external communications to customers. The document also provides examples of how companies like IKEA, Starbucks, IBM and GE work to close these gaps to improve customer satisfaction.
Customer expectations are beliefs about a service that act as standards against which performance is judged. There are different types of expectations including ideal, normative, experience-based, and minimum tolerance levels. Marketers should be aware of factors that influence expectations like perceived alternatives, word-of-mouth, and past experiences. To manage expectations, companies should understand what customers will accept as adequate service and aim to meet or exceed expectations through consistent, high-quality performance.
Similar to ARL_Workshop_Washington_11-4-2005.ppt (20)
LAND USE LAND COVER AND NDVI OF MIRZAPUR DISTRICT, UPRAHUL
This Dissertation explores the particular circumstances of Mirzapur, a region located in the
core of India. Mirzapur, with its varied terrains and abundant biodiversity, offers an optimal
environment for investigating the changes in vegetation cover dynamics. Our study utilizes
advanced technologies such as GIS (Geographic Information Systems) and Remote sensing to
analyze the transformations that have taken place over the course of a decade.
The complex relationship between human activities and the environment has been the focus
of extensive research and worry. As the global community grapples with swift urbanization,
population expansion, and economic progress, the effects on natural ecosystems are becoming
more evident. A crucial element of this impact is the alteration of vegetation cover, which plays a
significant role in maintaining the ecological equilibrium of our planet.Land serves as the foundation for all human activities and provides the necessary materials for
these activities. As the most crucial natural resource, its utilization by humans results in different
'Land uses,' which are determined by both human activities and the physical characteristics of the
land.
The utilization of land is impacted by human needs and environmental factors. In countries
like India, rapid population growth and the emphasis on extensive resource exploitation can lead
to significant land degradation, adversely affecting the region's land cover.
Therefore, human intervention has significantly influenced land use patterns over many
centuries, evolving its structure over time and space. In the present era, these changes have
accelerated due to factors such as agriculture and urbanization. Information regarding land use and
cover is essential for various planning and management tasks related to the Earth's surface,
providing crucial environmental data for scientific, resource management, policy purposes, and
diverse human activities.
Accurate understanding of land use and cover is imperative for the development planning
of any area. Consequently, a wide range of professionals, including earth system scientists, land
and water managers, and urban planners, are interested in obtaining data on land use and cover
changes, conversion trends, and other related patterns. The spatial dimensions of land use and
cover support policymakers and scientists in making well-informed decisions, as alterations in
these patterns indicate shifts in economic and social conditions. Monitoring such changes with the
help of Advanced technologies like Remote Sensing and Geographic Information Systems is
crucial for coordinated efforts across different administrative levels. Advanced technologies like
Remote Sensing and Geographic Information Systems
9
Changes in vegetation cover refer to variations in the distribution, composition, and overall
structure of plant communities across different temporal and spatial scales. These changes can
occur natural.
Leveraging Generative AI to Drive Nonprofit InnovationTechSoup
In this webinar, participants learned how to utilize Generative AI to streamline operations and elevate member engagement. Amazon Web Service experts provided a customer specific use cases and dived into low/no-code tools that are quick and easy to deploy through Amazon Web Service (AWS.)
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
Certified as an ISO/IEC 27001: Information Security Management Systems (ISMS) Lead Implementer, Data Protection Officer, and Cyber Risks Analyst, Denis brings a heightened focus on data security, privacy, and cyber resilience to every endeavor.
His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
What sets Denis apart is his comprehensive understanding of Business and Systems Analysis technologies, honed through involvement in all phases of the Software Development Lifecycle (SDLC). From meticulous requirements gathering to precise analysis, innovative design, rigorous development, thorough testing, and successful implementation, he has consistently delivered exceptional results.
Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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Training: ISO/IEC 27001 Information Security Management System - EN | PECB
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Philippine Edukasyong Pantahanan at Pangkabuhayan (EPP) CurriculumMJDuyan
(𝐓𝐋𝐄 𝟏𝟎𝟎) (𝐋𝐞𝐬𝐬𝐨𝐧 𝟏)-𝐏𝐫𝐞𝐥𝐢𝐦𝐬
𝐃𝐢𝐬𝐜𝐮𝐬𝐬 𝐭𝐡𝐞 𝐄𝐏𝐏 𝐂𝐮𝐫𝐫𝐢𝐜𝐮𝐥𝐮𝐦 𝐢𝐧 𝐭𝐡𝐞 𝐏𝐡𝐢𝐥𝐢𝐩𝐩𝐢𝐧𝐞𝐬:
- Understand the goals and objectives of the Edukasyong Pantahanan at Pangkabuhayan (EPP) curriculum, recognizing its importance in fostering practical life skills and values among students. Students will also be able to identify the key components and subjects covered, such as agriculture, home economics, industrial arts, and information and communication technology.
𝐄𝐱𝐩𝐥𝐚𝐢𝐧 𝐭𝐡𝐞 𝐍𝐚𝐭𝐮𝐫𝐞 𝐚𝐧𝐝 𝐒𝐜𝐨𝐩𝐞 𝐨𝐟 𝐚𝐧 𝐄𝐧𝐭𝐫𝐞𝐩𝐫𝐞𝐧𝐞𝐮𝐫:
-Define entrepreneurship, distinguishing it from general business activities by emphasizing its focus on innovation, risk-taking, and value creation. Students will describe the characteristics and traits of successful entrepreneurs, including their roles and responsibilities, and discuss the broader economic and social impacts of entrepreneurial activities on both local and global scales.
How to Make a Field Mandatory in Odoo 17Celine George
In Odoo, making a field required can be done through both Python code and XML views. When you set the required attribute to True in Python code, it makes the field required across all views where it's used. Conversely, when you set the required attribute in XML views, it makes the field required only in the context of that particular view.
Chapter wise All Notes of First year Basic Civil Engineering.pptxDenish Jangid
Chapter wise All Notes of First year Basic Civil Engineering
Syllabus
Chapter-1
Introduction to objective, scope and outcome the subject
Chapter 2
Introduction: Scope and Specialization of Civil Engineering, Role of civil Engineer in Society, Impact of infrastructural development on economy of country.
Chapter 3
Surveying: Object Principles & Types of Surveying; Site Plans, Plans & Maps; Scales & Unit of different Measurements.
Linear Measurements: Instruments used. Linear Measurement by Tape, Ranging out Survey Lines and overcoming Obstructions; Measurements on sloping ground; Tape corrections, conventional symbols. Angular Measurements: Instruments used; Introduction to Compass Surveying, Bearings and Longitude & Latitude of a Line, Introduction to total station.
Levelling: Instrument used Object of levelling, Methods of levelling in brief, and Contour maps.
Chapter 4
Buildings: Selection of site for Buildings, Layout of Building Plan, Types of buildings, Plinth area, carpet area, floor space index, Introduction to building byelaws, concept of sun light & ventilation. Components of Buildings & their functions, Basic concept of R.C.C., Introduction to types of foundation
Chapter 5
Transportation: Introduction to Transportation Engineering; Traffic and Road Safety: Types and Characteristics of Various Modes of Transportation; Various Road Traffic Signs, Causes of Accidents and Road Safety Measures.
Chapter 6
Environmental Engineering: Environmental Pollution, Environmental Acts and Regulations, Functional Concepts of Ecology, Basics of Species, Biodiversity, Ecosystem, Hydrological Cycle; Chemical Cycles: Carbon, Nitrogen & Phosphorus; Energy Flow in Ecosystems.
Water Pollution: Water Quality standards, Introduction to Treatment & Disposal of Waste Water. Reuse and Saving of Water, Rain Water Harvesting. Solid Waste Management: Classification of Solid Waste, Collection, Transportation and Disposal of Solid. Recycling of Solid Waste: Energy Recovery, Sanitary Landfill, On-Site Sanitation. Air & Noise Pollution: Primary and Secondary air pollutants, Harmful effects of Air Pollution, Control of Air Pollution. . Noise Pollution Harmful Effects of noise pollution, control of noise pollution, Global warming & Climate Change, Ozone depletion, Greenhouse effect
Text Books:
1. Palancharmy, Basic Civil Engineering, McGraw Hill publishers.
2. Satheesh Gopi, Basic Civil Engineering, Pearson Publishers.
3. Ketki Rangwala Dalal, Essentials of Civil Engineering, Charotar Publishing House.
4. BCP, Surveying volume 1
Level 3 NCEA - NZ: A Nation In the Making 1872 - 1900 SML.pptHenry Hollis
The History of NZ 1870-1900.
Making of a Nation.
From the NZ Wars to Liberals,
Richard Seddon, George Grey,
Social Laboratory, New Zealand,
Confiscations, Kotahitanga, Kingitanga, Parliament, Suffrage, Repudiation, Economic Change, Agriculture, Gold Mining, Timber, Flax, Sheep, Dairying,
How to Setup Warehouse & Location in Odoo 17 InventoryCeline George
In this slide, we'll explore how to set up warehouses and locations in Odoo 17 Inventory. This will help us manage our stock effectively, track inventory levels, and streamline warehouse operations.