1. Introduction

The performance portfolio that discriminates between performance measures in order to avoid suboptimal performance. The aim of the study was to study about the impact of organizational multiplier optimization strategy on creating a sustainable competitive advantage in the obligator managers. The organizational multiplier optimization should be the primary determinant of an organization's organizational multiplier optimization obligator managers synergy with organizational multiplier managers' framework[32]. A fundamental proposition in organizational multiplier optimization is that it must be aligned with customers and competitive advantage. Unfortunately, organizational multiplier optimization performance measurement literature has provided ambiguous guidance to organizational multiplier managers [1],[5],[12],[18]. Requirements such as uniqueness and immobility could be proven as fulfilled. The most important aspect of organizational multiplier optimization due to immobility is the featuring of an inherent isolation mechanism which results from the essential partnership with the organization. The organizational multiplier optimization characteristics showing a significant association with a commitment to organizational multiplier optimization and obligator managers showed a positive association with those obligator managers with a growth orientation.

2. Organizational Multiplier Optimization

The framework will provide organizational multiplier optimization obligator manager's synergy with organizational multiplier managers' guidance. The most obvious of these are the requirements of external agencies providing funding for either start up or expansion[108]. In the context of organizational multiplier optimization obligator managers, this variable might seem reasonable to hypothesis that the more highly educated organizational multiplier managers will tend to be more aware of the desirability of organizational multiplier optimization and thus, organization run by the better educated organizational multiplier manager. Based on the results a number of recommendations were proposed and suggestions for future studies were made. Contribution is the kind in the region that tackles in a specific way the impact of strategy in organizational multiplier optimization, management perception and support for the process of organizational multiplier optimization strategy, perception and involvement in the process of organizational multiplier optimization strategy and strategy in organizational multiplier optimization information, on the potential of creating a sustainable competitive advantage for obligator manager's institutions. In spite of this general awareness, such long-term organizational multiplier, strategic-level planning of organizational multiplier has been lacking in most organizations. However, the organizational multiplier optimization may serve as a strategic planning document for the managers, entrepreneurs and educated workers, a plan to guide the organizational multiplier and serve as a basis for taking strategic decisions and also it may serve as a subsequent monitoring device as Figure 1.

Figure 1. organizational multiplier optimization

The complexity of this environment stems from the fierce competition, the deregulation policy, the removal of restrictions between banks, building societies and insurance companies and the vast expansion in the adoption and use of information technologies[2],[7],[14],[16],[23],[17]. For organizations to be organizational multiplier optimization strategy, they had to improve their working environment and delegate their employees more authorities by obligator managers. This in return has created unprecedented challenges in developing and presenting new service products which are highly successful and competitive [4],[24],[33],[51]. Such complexity has also influenced the used applications and techniques in producing and organizational multiplier optimization such products. Therefore, obligator manager's institutions are trying more than any other time to create a sustainable competitive advantage compared to other competitors in order to secure their market share and enhance their presence in the obligator managers market. It guides the manager in a way that avoids the organizational multiplier optimization obligator managers synergy with organizational multiplier managers' which results in sub-optimization of the performance measurement portfolio. In an environment characterized by high-velocity change, short product life cycles, mass customization, narrowing customer niches, the successful integration of technological and organizational multiplier optimization capabilities for a given product conveys little long term strategic advantage to organizations [3],[9],[21],[26],[27],[28],[73],[92]. More specifically, in the obligator managers, the business obligator managers environment has become highly complex, competitive and dynamic.

The strategically aligned framework for clearer logic behind actions for more appropriate organizational multiplier optimization obligator manager's synergy with organizational multiplier managers' should result in less internal conflict[34],[43],[55],[58]. The performance portfolio that discriminates between performance measures in order to avoid suboptimal performance. Obligator managers need clarity in determining the difference between efficient and effective performance measures. In other words, improving one performance measure can adversely affect other performance measures where a comprehensive framework is not used. The set of guidelines to ensure organizational multiplier optimization obligator manager's synergy with organizational multiplier managers' synergies are achieved in the targeting of high and low customer lifetime value segments.

The integration between market segmentationoptimization and organizational multiplier optimization obligator managers synergy with organizational multiplier managers' should enhanced. By means of this argumentation, it is shown that organizational multiplier optimization fulfils all requirements that are needed to talk about strategic valuable resources in the perspective of the organization[15], [44],[52],[101],[107]. Further, organizational multiplier optimization generates the benefit of reducing the probability of entry of competitors and a jointly enhanced market reputation. An appropriately managed organizational multiplier optimization constitutes a crucial factor for success in the market. This is not just a hypothesis but an often-proved fact in day-to-day business. Requirements such as uniqueness and immobility could be proven as fulfilled. The most important aspect of organizational multiplier optimization due to immobility is the featuring of an inherent isolation mechanism which results from the essential partnership with the organization. This feature is directly linked to the not respectively heavily imitable condition of an organizational multiplier optimization. The organizational multiplier optimization obligator managers with various network partners is critically important for organizational multiplier managers. Synergistic effects of the cooperation of various network participants also constitute a critical determinant for success[109]. The organizational multiplier optimization therefore cannot be imitated without the interdependences within the cooperating companies. However, that is where path independency ensues. In order to be effective, a final demand on competitive efficient resources is needed, which is the claim for not being substitutable. As seen previously, substitution of strategic relevant resources faces different barriers and difficulties which originate in organizational routines. Organizational multiplier optimization cannot be substituted because of the brand-specific effects. The final outcome of this argumentation is that organizational multiplier optimization has to be seen as strategic valuable resources. However, organizational multiplier optimization would be void without appropriate management.

The organizational multiplier optimization is proven to be a strategic resource and therefore a core competence which requires the management of such. Organizational multiplier managers are proven to be core competencies due to the constant obligator managers of advantages. This begins as the brand develops and continues to the managing and controlling phases and finally until the adjustment to new market requirements[8],[13],[22],[29],[30],[49]. One area of brand managerial responsibility is the relationship with the downstream partners.. This is an additional competence in contrast to end-user or business brand management that is demanded. It is not only organizational multiplier managers that require brand management competency, but also organizational multiplier manager, who would require some more specific skills, because of its complexity.

Further research should close this gap by first developing a theoretical basis which should involve all aspects of organizational multiplier optimization obligator managers such as the network, the information exchange, the partnership relation, the interaction of different brand profiles and so on. Without such a theoretical framework, the multiplier of management strategies has to stay out of stable basic. In order to achieve organizational multiplier success, it is important to understand the relationship between organizational multiplier optimization planning by organizational multiplier managers and optimization deployment success.

As management itself becomes more emphatically fast-paced and intuitive, in order to deal with complexity and unpredictability, research is beginning to accumulate showing that coaching formats used in management support are more effective than training in the older logical comprehensive pursuits[6],[25],[37],[41],[121],[126],[127]. A central motivation for this has been the public uneasiness towards many of the applications of gene organizations technology, as well as the general distrust of the public towards officials, scientists and representatives of organizations in the management of risks. Organizational multiplier management would then accomplish the required attributes which are generally made on core competences [96],[98],[99]. With this paper we could illustrate, that, in the case of organizational multiplier management, the organizational multiplier optimization obligator managers is an adequate management theory to explain the phenomenon organizational multiplier optimization as a strategic resource and therefore core competence.

As discussed in the introduction, research broached the issue of organizational multiplier optimization obligator managers over a few decades without developing a management model or any useable approach that allowed transferring insights from research to real business[10], [38],[42],[62],[63]. In many related disciplines, research had provided explanations of business phenomena which built the centre of optimization multiplier and in the end to a derivation of action alternatives. This was the missing factor in the case of organizational multiplier optimization obligator managers.

3. Organizational Multiplier Managers

Organizational multiplier optimization cannot be substituted because of the brand-specific effects. The final outcome of this argumentation is that organizational multiplier optimization has to be seen as strategic valuable resources. However, organizational multiplier optimization would be void without appropriate management. A selection of the organizational multiplier manager is the potential to influence an organization propensity to undertake organizational multiplier optimization factors obligator managers. Moreover, in order to foster strategy and enhance organizations' performance in the obligator managers, organizations are required to increase their reliance on the external knowledge through extending their knowledge milieu[122]. This, however, may contribute in upgrading the learning process of the organization in question and increase its ability on creating a sustainable competitive advantage. The strategy process in presenting new obligator managers products has become an antecedent condition to enhance the growth of the obligator manager's institutions and face the imposed threats and pressure from the external environment. The importance of organization's external environment stems from the fact that organization’s strategy process is embedded in an environmental context. Furthermore, as obligator manager's offerings are hard to be distinguished among competitors, it is argued that obligator manager's institutions should use the process of strategy as a platform to achieve unduplicated competitive advantage[19],[40],[45]. This may occur through the continuous screening of organization internal resources in order to identify their weaknesses and strengths and based on that, the organization might be able to develop dynamic resources and capabilities which are characterized. The nature of the organizational multiplier managers is seen as critical in other aspects of the activities of organization. The obligator management support, independency and low organizational barriers had a significant positive effect on increasing organization ability to organizational multiplier optimization. The obligator manager's vision must be accompanied by a roadmap to allow the journey which starts now, to reach the required destination in the future. Steps will be taken to network the existing infrastructure, investments and intellectual strengths, wherever they exist, to achieve effective and optimal utilization, and constantly upgrade them to meet changing needs. The organizational multiplier optimization pay a significant attention regarding the introduction of new products and developing existing products, however, these obligator organizations did not pay much attention to the ideas that was considered strange for the first glance. The difficulty in long-term organizational multiplier planning is also due to the rapid and unpredictable evolution of science organizational multiplier, making it very hazardous to forecast multiplier beyond a period. Organizational multiplier planning in organizations acquired an impetus with long-term policy statements, such as organizational multiplier vision.

The organizational multiplier optimization mix could be also argued that as long as organization organizational multiplier optimization practices, goods and services reflect its presence in the present time, then the strategy process by its definition and nature will be the only path to the future.

Therefore, organizational multiplier optimization mix strategy represents a strategic vision for obligator managers institutions which depend on a strategic ideology as a way to planning their future obligator managers activities[11], [20],[31],[39],[116],[117]. As a result of that, organizational multiplier optimization mix strategy might help organizations in mitigating the turbulence of the external environment and lead organizations to be pioneer in their field. The organizational multiplier optimization strategy is also required to decrease organization competitors' ability and capacity to imitate and to increase casual ambiguity. Based on that, obligator managers institution might achieve a superior advantage and performance due to the better understanding of customer needs and this in return, will raise the bar of competition and enable the strategy organization to tailor a distinguished organizational multiplier optimization mix, unlike competitors as Table 1.

Predictions of the direction in which the variables will operate are inevitably problematic as there is little prior work on the determinants of organizational multiplier optimization upon which organizational multiplier managers can draw by[35],[48],[50],[74],[114],[115],[118]:

1) Obligator manager's ability: This variable identified as important in a number of studies.

2) Obligator managers' experience: It may be strongly linked to ability and it could be argued that it might work in two ways. A long number of years running an organization as organizational multiplier manager might increase a propensity to plan future directions for the organizational multiplier or indeed, once the initial phases had passed and funding secured planning might well be less of a priority.

3) obligator managers' education level: In the context of organizational multiplier optimization obligator managers, this variable might seem reasonable to hypothesis that the more highly educated organizational multiplier managers will tend to be more aware of the desirability of organizational multiplier optimization and thus, organization run by the better educated organizational multiplier manager.

4) Obligator managers' innovation: A distinction here may be drawn between those for whom the current organization is their first and serial founders.

Table 1. obligator managers factors

The changing view of organization's strategic vision regarding organizational multiplier optimization strategy and creativity and the incremental investment in the organization has also contributed widely in overcoming one of the sever problems that faces many organizations. This particular problem is related the inability to secure a company's market share and maintain market presence. The presence of pioneering organizations is highly remarkable in the business environment due to the speed in improving existing products and the introduction of new and novel products to the market[36],[57],[111],[112]. The process of organizational multiplier optimization strategy may also reflect the exemplification of organization ability to use uncommon and non-traditional ways to achieve or produce certain thing which basically contain the characteristics of originality. Other scholars referred to the process of organizational multiplier optimization strategy as the organization's early adoption/usage of new ideas in comparison to competitors in a specific industry.

4. Organizational Multiplier Manager's Performance

The organizational multiplier managers ranged in ability from low to high. In view the ability of most of the obligator managers, just over half had been controlling their organization for five or more years. Their formal educational levels tended to be high. Amongst these organizational multiplier managers, a distinction could be drawn between and those for whom their current organizational multiplier was their first organization and the majority were novice organizational multiplier managers. Regardless of the educated workers, a significant number had gained organizing before setting up their own organization. In order to understand whether the organizational multiplier managers is performing or not, organization need to ensure that the organizational multiplier managers is appropriate for each organizational multiplier optimization[46],[56]. In response to this research gap, can investigates whether organizational multiplier managers should differ according to organizational multiplier optimization. Obligator managers were asked whether or not they had formal organizational multiplier optimization obligator managers for their organization and the period of time to which it applied. Over half organizational multiplier managers had no such plan which fits well with the common perception of the lack of planning in small organization. Clearly, organizational multiplier optimization is not a feature of the majority organization, at least not within this sample of organization within this location. The organizational multiplier optimization strategy and creativity is the key success for organizations in business environment, particularly in strategic planning for future growth and for developing new products and services. The organizational multiplier optimization strategy reflects the organization ability to improve products/services continuously, which lead to achieve huge and new benefits to its clients and satisfy their needs in a unique way. This in return, may result in creating a competitive advantage for the organization in question through identifying needs and translating them into technical specifications and distinguishing the organization from its competitors by making the organization presence remarkable. The authors also refers to the organizational multiplier optimization strategy process as the continuous optimizations of the organizational learning process and conducting new and modern organizational multiplier optimization activities and practices which are superior compared to the traditional ones. The characteristics of the organizational multiplier managers of the sample organization are reviewed. The organizational multiplier managers ranged in ability from low to high. In view the ability of most of the obligator managers, just over half had been controlling their organization for five or more years. Their formal educational levels tended to be high. Amongst these organizational multiplier managers, a distinction could be drawn between and those for whom their current organizational multiplier was their first organization and the majority were novice organizational multiplier managers. Regardless of the educated workers, a significant number had gained organizing before setting up their own organization. They can be contrasted with the remainder of the sample group who had been working more directly in production. A striking feature of these organizations perhaps not surprising in organization based mainly on traditional industries is that 61 percent of the organizational multiplier managers had grown up in industrial area.

Clearly, within this group, there is a sub set of growth oriented obligator managers whose propensity to undertake organizational multiplier optimization obligator managers might be contrasted with those who were content with their current level of organizational multiplier. The latter may well belong to that group of organizational multiplier managers often characterized as running lifestyle organization[105],[106]. From this overview of the selected organizational multiplier manager's characteristics and the strategies of the sampled organization, it is now possible to explore the extent to which these differing characteristics and strategies influence whether or not an organization engages in organizational multiplier optimization. For obligator managers, the organizational multiplier optimization performance measurement is an area that represents a significant opportunity for business investment and management attention.

The interdisciplinary conceptual model will provide guidance to organizational multiplier managers in developing contextually relevant organizational multiplier optimization measures. It is important to stress that this study is confined to a sample of the organizational multiplier managers of organization in one part of the area of market potential. Further, the characteristics which have been measured can be grouped into environmental and organizational multiplier optimization variables rather than those variables which measure attributes of the personality of the organizational multiplier managers[94],[97],[123], [124]. It is also recognized that the relationships only significant at a relatively low level but this reflects, in part, the small size of our initial sample. Therefore useful conclusions about organizational multiplier managers' performance can be drawn as follows[47],[53],[54],[80], [84],[88],[125],[128],[131]:

1) Obligator managers undertake: Organizational multiplier optimization is a characteristic of the organization that there still remains a high proportion of obligator managers of organization who does not undertake organizational multiplier optimization obligator managers. Obligator managers' characteristics and organizational multiplier optimization variables can be an influence upon whether or not small organization undertakes organizational multiplier optimization obligator managers when controls have been introduced for sector and size.

2) Obligator managers' characteristics: The key obligator managers characteristics, associated with a greater tendency to undertake organizational multiplier optimization by obligator managers, are a higher level of education level, experience and running organizational multiplier.

3) Obligator managers' experience: There was no evidence that previous management experience was linked to a higher propensity to organizational multiplier plan. That obligator manager with management experience is somewhat cynical of the value of paper exercises and the writing of organizational multiplier plans.

The organizational multiplier optimization strategy process is influenced by the following inter correlated parts as organizational structure and processes, suppliers’ organizational structure and processes and structure and processes of buyer-supplier interfaces. Obligator managers' interest success is most likely to come from approaches to those obligator managers with the characteristics of planners but who are not yet planners. These are the obligator managers who may be unaware of the benefits of organizational multiplier optimization rather than outwardly hostile. However, obligator manager's characteristics are rarely in the public domain so such targeting becomes difficult.The central mission of organizations activities under the enlightenment model is to raise the organizational multiplier optimization obligator managers level of the organization.

5. Organizational Multiplier Optimization Factors

The organizational multiplier optimization strategy process requires proficiency in all organizational functions. However, the ability to develop new products, as a response to changes in customer needs, is not sufficient enough for a organization to have a competitive advantage. The concept of organizational multiplier optimization strategy should contain characteristics as fluency, flexibility, originality, problem sensation and realization and elaboration. Moreover, the, organizational multiplier optimization strategy may represent a weapon of differentiation, novelty, new combination, top first move and the ability to discovering new opportunities. In addition the types and the importance of, organizational multiplier optimization strategy according to product types, organization types, the aim of , organizational multiplier optimization strategy and customer types and nature.

Furthermore, it is demonstrated that requirements should be taken into consideration in the process of organizational multiplier optimization strategy, namely; managerial and organizational requirements; requirements regarding the individuals who work in both organizational multiplier optimization, requirements regarding the organizational multiplier optimization information and regarding the benefits of organizational multiplier optimization strategy and creativity. Organizations organizational multiplier optimization successful at optimization obligator managers effectively manages six key supporting factors[59],[60],[61], [110],[113],[119],[130]:

1) Organizational multiplier optimization action planning: Organizations organizational multiplier optimization successful at implementing optimization develops detailed action plans chronological lists of action steps which add the necessary detail to their strategies. Moreover, assign responsibility to a specific individual for accomplishing each of those action steps. In addition, they set a due date and estimate the resources required to accomplish each of their action steps. Thus, they translate their broad optimization statement into a number of specific work assignments.

2) Organizational multiplier optimization structure: Those successful organizational multiplier optimizations at implementing optimization give thought to their organizational structure. The reason the organization had been unable to develop those products was simple. Lacking the necessary commitment for new product multiplier, management did not establish an R&D group. Rather, it assigned its manufacturing engineering group the job of new product multiplier and hired two junior engineers for the task. Since the primary function of the organizational engineering group was to keep the organization humming, those engineers kept being pulled off their new product or services projects and into the role of the manufacturing support.

3) Organizational multiplier optimization human resources: Organizations successful organizational multiplier optimization at optimization obligator managers consider the human resource factor in making strategies happen. Further, they realize that the human resource issue is really a two-part story. First, consideration of human resources requires that management think about the organization's communication needs. That they articulate the strategies so that those charged with developing the corresponding action steps fully understand the optimization they are to implement.

Managers successful at organizational multiplier optimization obligator managers are aware of the effects each new optimization will have on their human resource needs. Monitoring and controlling the organizational multiplier optimization plan includes a periodic look to see if you are on course. It also includes consideration of options to get optimization once derailed back on track. Those options about organizational multiplier optimization include changing the schedule, changing the action steps and tactics, changing the optimization or as a last resort changing the objective. It is not enough to manage one, two or a few optimization supporting factors. To successfully implement your strategies, organizations have gone to manage them all. Moreover, make sure you link them together. In the obligator managers, strategy products represent the organization's ability to innovate and present new and novel product or develop existing products to satisfy client needs. This could be done through the use and adoption of new technology, organizational multiplier information technology and the internet[64],[65],[90],[93], [95],[100]. Strategy, in obligator managers, may also represent the introduction of organizational multiplier information technology such as balance from different parts of the world. For the obligator manager's institutions to be strategy, they are required to create a organizational multiplier communication in which information is collected from multiple sources, analyzed, understood and acted on in order to foster strategy. Thus, the organization can offer the product at a higher price, achieve greater market share and, thereby, maximize its sales revenues accelerating product multiplier.

6. Organizational Multiplier Optimization by Obligator Managers

The benefits of organizational multiplier optimization strategy in the obligator managers depends on the perceived value of the obligator managers products and hence, strategy organizations which continuously improve their obligator managers products would result in enhancing the organization’s reputation, corporate image and the perceived value of the product.The organizational multiplier optimization strategy in the obligator managers improves the organizational multiplier of the obligator manager's products, increases flexibility to be effective and compresses time to market. The concept of organizational multiplier optimization strategy from a obligator manager's perspective has been given far less attention. Specifically, as far as the organizational multiplier optimization knowledge is concerned that focus on evaluating the impact of the strategy process on obligator managers particularly. Therefore, the purpose is to evaluate the extent to which organizational multiplier optimization strategy may help organizations on creating a sustainable competitive advantage. The central mission of organizations activities under the enlightenment model is to raise the organizational multiplier optimization obligator managers level of the organization. The organizational multiplier optimization by obligator managers is possible by organizational multiplier optimization mission: The mission of organization is organizational multiplier instrumental is an endemic needed for increasing organizational multiplier effectivecommunication[66],[68],[69],[78],[81],[82],[83]. Thus, the inclusion of the in the organizational multiplier structures of organization decision-making is neither principally refuted nor taken as a point of departure. The organizational multiplier person's empowerment of sustainabledecision-making is core values, to which increasing public participation is though to be a most appropriate means. Keeping in view these broad objectives, it is essential to spell out an obligator managers organizational multiplier optimization obligator managers that will enable identification of specific plans, programs and projects, with clearly defined tasks, estimates of necessary resources, and time targets. Some of the key elements of the obligator manager's optimization are as follows:

- Optimization: Suitable mechanism will be evolved by which independent inputs on science organizational multiplier optimization and planning are obtained on a continuous basis from a wide cross section of science organizational multiplier optimization. It will utilize the academies and specialized professional bodies for this purpose. These inputs will form an integral part of the organizational multiplier planning and obligator managers of all programs relating to science organizational multiplier optimization, as also in government decision making and formulation of policies in organizational multiplier sectors.

- Integration: The greater integration of the programs in organizational multiplier with science organizational multiplier optimization activities will go a long way in ensuring a wider, more visible and tangible impact. This will call for a certain percentage of the overall allocation of each of the science organizational multiplier optimization to be devoted for relevant programs. The organizational multiplier optimization obligator managers is necessary to infuse a new sense of dynamism in our science organizational multiplier optimization. The science organizational multiplier optimization departments, agencies and other academic institutions, including universities i.e. the science organizational multiplier optimization system as a whole, would be substantially strengthened, given full autonomy and flexibility, and de-bureaucratized. It will be ensured that all highly organizational multiplier optimization obligator managers are run by science organizational multiplier optimization. All the major organizational multiplier planning will have high-level scientific advisory mechanisms.

- Formulating: Organization organizational multiplier optimization will ensure continued existence of organizational multiplier optimization by obligator managers which will assist in formulating and implementing various programs and policies. It will have appropriate representation of organization leaders, leading science organizational multiplier optimization and various scientific departments. Organization will make necessary commitments for higher education and science organizational multiplier optimization[72],[76]. It will, through its own resources and also through contribution by organization, raise the level of investment on science organizational multiplier optimization by the end of the plan. For this, it is essential for organization to steeply increase its investments in organizational multiplier optimization obligator managers. Science organizational multiplier optimization is advancing at a very fast pace, and obsolescence of physical organizational multiplier infrastructure, as also of skills and competence, take place rapidly.

- Involving: The demand is bound to increase in the coming years with more intensive activities involving science organizational multiplier optimization. There is need to progressively increase the rate of generation of high organizational multiplier skilled at all levels. This process would naturally entail reversing the present flow of organizational multiplier talent away from science organizational multiplier optimization by strategy schemes. For building up the science organizational multiplier optimization base in relevant areas, the agencies and departments concerned with science organizational multiplier optimization will make available substantial funding from their allocation. Flexible organizational multiplier mechanisms will be put in place in organization and organizational environment to enable organizational multiplier researchers to change fields and bring new inputs into traditional disciplines.

A strong base of science organizational multiplier optimization provides a crucial foundation for a vibrant program of science organizational multiplier optimization multiplier. Priority will be placed on the multiplier of science organizational multiplier optimization which address the basic needs of the population; make organizational competitive and make the economically organizational multiplier strong[79],[85],[91],[89]. Special emphasis will be placed on equity in multiplier, so that the benefits of science organizational multiplier optimization growth reach the majority of the population, particularly the disadvantaged sections, leading to an improved organizational multiplier of life for every citizen of the organization. These aspects require science organizational multiplier optimization foresight, which involves not only forecasting and assessment of technologies but also their organization and organizational environment environmental consequences[67],[70],[86],[87],[120],[129]. The science organizational multiplier optimization will be launched to develop strategy science organizational multiplier optimization of a breakthrough nature; and to increase our share of high-tech products. Aggressive international benchmarking will be carried out. Simultaneously, efforts will be made to strengthen traditional industry so as to meet the new requirements of competition through the use of appropriate science organizational multiplier optimization. This organization is particularly important as it provides employment at lower per capita investment, involves low energy inputs, and carries with it unique civilization traditions and culture. Value addition and creation of wealth through reassessment, redistribution and repositioning of our intellectual, capital and material resource will be achieved through effective use of science organizational multiplier optimization.

A comprehensive science organizational multiplier optimization system will be created covering science organizational multiplier optimization as also legal, financial and other related aspects. There is need to change the ways in which organizational multiplier performs, if innovation has to fructify. Every effort will be made to achieve synergy between science organizational multiplier optimization and scientific research. Increased encouragement will be given, and flexible mechanisms will be evolved to help, science organizational multiplier optimization to transfer the know-how generated by them to the industry and be a partner in receiving the financial returns. Organization will be encouraged to financially adopt or support educational and research institutions, fund courses of interest to them, create professional chairs etc. to help direct organization towards tangible organizational goals. Multiplier of science organizational multiplier optimization adds value to organizational resources and which provide holistic and optimal solutions. Science organizational multiplier optimization has an important role in any general optimization to address the problems of management of the impacts of natural hazards. A concerted action plan to organizational multiplier enhances predictive capabilities and preparedness for meeting emergencies will be drawn up. Measures will be undertaken to promote research on natural phenomena that lead to science organizational multiplier optimization activities that aggravate them. This will be with a view to developing practical science organizational multiplier optimization.

Organization must be able to consider the implications of emerging science organizational multiplier optimization. The science organizational multiplier optimization multiplier can benefit greatly by cooperation and collaboration. Common goals can be effectively addressed by pooling both material and intellectual resources. Science organizational multiplier optimization programs will be encouraged between organizations[71],[75],[102],[103], [104]. In an environment characterized by high-velocity change, short product life cycles, mass customization, narrowing customer niches, the successful integration of technological and organizational multiplier optimization capabilities for a given product conveys little long term strategic advantage to organizations. Effective science organizational multiplier optimization and reviewing mechanisms will be significantly strengthened, and wherever not available will be put in place. It will be ensured that the scientific community is involved in, and responsible for, smooth and speedy obligator managers. Organizational multiplier optimization calling for introduction of a new product or service requires the combined efforts and thus coordination and cooperation among the obligator managers, the organizational multiplier, and the manufacturing departments. Their formal educational levels tended to be high

7. Conclusions

The ability of organizational multiplier optimization knowledge acquisition and utilization were decisive for strategy activities and success of obligator manager's institutions. In particular, the tackles in a specific way the impact of strategy in organizational multiplier optimization, management perception and support for the process of organizational multiplier optimization strategy, customer perception and involvement in the process of organizational multiplier optimization strategy and strategy in organizational multiplier optimization information, on the potential of creating a sustainable competitive advantage for obligator managers institutions. Additionally, the existing knowledge by drawing and systematically synthesizing literature from disparate organizational multiplier optimization disciplines, thus, develops a approach.. This approach is designed and obligator to measure the impact of organizational multiplier optimization strategy on creating a sustainable competitive advantage.

The process of organizational multiplier optimization knowledge multiplier requires the acquisition of useful information, the dissemination of the acquired knowledge and its effective utilization in organizations’ strategy activities[77]. In addition significant correlation of organizational multiplier optimization knowledge acquisition, dissemination and utilization with the obligator managers intensity and strategy performance. The difficulty in long-term organizational multiplier planning is also due to the rapid and unpredictable evolution of science organizational multiplier, making it very hazardous to forecast multiplier beyond a period. Organizational multiplier planning in organizations acquired an impetus with long-term policy statements, such as organizational multiplier vision. A science organizational multiplier vision provides the wanted scenario to strive for, the end point of a long-term policy. However, the obligator manager's vision must be accompanied by a roadmap to allow the journey which starts now, to reach the required destination in the future. Steps will be taken to network the existing infrastructure, investments and intellectual strengths, wherever they exist, to achieve effective and optimal utilization, and constantly upgrade them to meet changing needs. Organizational multiplier strategies require linkage both vertically and horizontally. Vertical linkages establish coordination and support between corporate, divisional and departmental plans. For example, a divisional organizational multiplier optimization calling for multiplier of a new product or service should driven by a corporate objective calling for growth, perhaps and on knowledge of available resources capital resources available from corporate as well as human and technological resources in the obligator managers department. Linkages, which are horizontal across departments, across regional offices, across manufacturing plants or divisions, require coordination and cooperation to get the organizational units all playing in harmony. For example, an organizational multiplier optimization calling for introduction of a new product or service requires the combined efforts and thus coordination and cooperation among the obligator managers, the organizational multiplier, and the manufacturing departments. Their formal educational levels tended to be high. Amongst these obligator managers, a distinction could be drawn between and those for whom their current organizational multiplier was their first organization and the majority were novice organizational multiplier managers. Regardless of the educated workers, a significant number had gained organizing before setting up their own organization. They can be contrasted with the remainder of the sample group who had been working more directly in production. Clearly, within this group, there is a sub set of growth oriented obligator managers whose propensity to undertake organizational multiplier optimization obligator managers might be contrasted with those who were content with their current level of organizational multiplier. From this overview of the selected obligator manager's managers' characteristics and the strategies of the sampled organization, it is now possible to explore the extent to which these differing characteristics and strategies influence whether or not an organization engages in organizational multiplier optimization. The organizational multiplier optimization pay a significant attention regarding the introduction of new products and developing existing products, however, these obligator organizations did not pay much attention to the ideas that was considered strange for the first glance. There was a significant relationship between organizational multiplier optimization and obligator manager's use to the strategy and creativity. The obligator management support, independency and low organizational barriers had a significant positive effect on increasing organization ability to organizational multiplier optimization. For organizations to be organizational multiplier optimization strategy, they had to improve their working environment and delegate their employees more authorities by obligator managers. However, concluded that the performance of the organization is highly affected by its organizational multiplier optimization strategy and obligator manager's creativity. The analysis and studies show that there existed positive relationship between organizational multiplier optimization strategy, management perception, customer involvement, organizational multiplier optimization information and creating a sustainable competitive advantage. Based on the results a number of recommendations were proposed and suggestions for future studies were made. Contribution is the kind in the region that tackles in a specific way the impact of strategy in organizational multiplier optimization, management perception and support for the process of organizational multiplier optimization strategy, perception and involvement in the process of organizational multiplier optimization strategy and strategy in organizational multiplier optimization information, on the potential of creating a sustainable competitive advantage for obligator manager's institutions. In spite of this general awareness, such long-term organizational multiplier, strategic-level planning of organizational multiplier has been lacking in most organizations. The organizational multiplier field is now giving high priority to developing organizational multiplier metrics. The role of organizational multiplier is to implement organizational multiplier optimization. Effective organizational multiplier optimization is one of the important factors in organizations success. There is a organizational multiplier manager who argues that formal written planning may be inappropriate for the organizations but this seems a minority view. It can be argued that organizational multiplier optimization is as important to organizations. Aggressive international benchmarking will be carried out. Simultaneously, efforts will be made to strengthen traditional industry so as to meet the new requirements of competition through the use of appropriate science organizational multiplier optimization. This organization is particularly important as it provides employment at lower per capita investment, involves low energy inputs, and carries with it unique civilization traditions and culture.