\documentclass[11pt,twoside]{article}\makeatletter

\IfFileExists{xcolor.sty}%
  {\RequirePackage{xcolor}}%
  {\RequirePackage{color}}
\usepackage{colortbl}
\usepackage{wrapfig}
\usepackage{ifxetex}
\ifxetex
  \usepackage{fontspec}
  \usepackage{xunicode}
  \catcode`⃥=\active \def⃥{\textbackslash}
  \catcode`❴=\active \def❴{\{}
  \catcode`❵=\active \def❵{\}}
  \def\textJapanese{\fontspec{Noto Sans CJK JP}}
  \def\textChinese{\fontspec{Noto Sans CJK SC}}
  \def\textKorean{\fontspec{Noto Sans CJK KR}}
  \setmonofont{DejaVu Sans Mono}
  
\else
  \IfFileExists{utf8x.def}%
   {\usepackage[utf8x]{inputenc}
      \PrerenderUnicode{–}
    }%
   {\usepackage[utf8]{inputenc}}
  \usepackage[english]{babel}
  \usepackage[T1]{fontenc}
  \usepackage{float}
  \usepackage[]{ucs}
  \uc@dclc{8421}{default}{\textbackslash }
  \uc@dclc{10100}{default}{\{}
  \uc@dclc{10101}{default}{\}}
  \uc@dclc{8491}{default}{\AA{}}
  \uc@dclc{8239}{default}{\,}
  \uc@dclc{20154}{default}{ }
  \uc@dclc{10148}{default}{>}
  \def\textschwa{\rotatebox{-90}{e}}
  \def\textJapanese{}
  \def\textChinese{}
  \IfFileExists{tipa.sty}{\usepackage{tipa}}{}
\fi
\def\exampleFont{\ttfamily\small}
\DeclareTextSymbol{\textpi}{OML}{25}
\usepackage{relsize}
\RequirePackage{array}
\def\@testpach{\@chclass
 \ifnum \@lastchclass=6 \@ne \@chnum \@ne \else
  \ifnum \@lastchclass=7 5 \else
   \ifnum \@lastchclass=8 \tw@ \else
    \ifnum \@lastchclass=9 \thr@@
   \else \z@
   \ifnum \@lastchclass = 10 \else
   \edef\@nextchar{\expandafter\string\@nextchar}%
   \@chnum
   \if \@nextchar c\z@ \else
    \if \@nextchar l\@ne \else
     \if \@nextchar r\tw@ \else
   \z@ \@chclass
   \if\@nextchar |\@ne \else
    \if \@nextchar !6 \else
     \if \@nextchar @7 \else
      \if \@nextchar (8 \else
       \if \@nextchar )9 \else
  10
  \@chnum
  \if \@nextchar m\thr@@\else
   \if \@nextchar p4 \else
    \if \@nextchar b5 \else
   \z@ \@chclass \z@ \@preamerr \z@ \fi \fi \fi \fi
   \fi \fi  \fi  \fi  \fi  \fi  \fi \fi \fi \fi \fi \fi}
\gdef\arraybackslash{\let\\=\@arraycr}
\def\@textsubscript#1{{\m@th\ensuremath{_{\mbox{\fontsize\sf@size\z@#1}}}}}
\def\Panel#1#2#3#4{\multicolumn{#3}{){\columncolor{#2}}#4}{#1}}
\def\abbr{}
\def\corr{}
\def\expan{}
\def\gap{}
\def\orig{}
\def\reg{}
\def\ref{}
\def\sic{}
\def\persName{}\def\name{}
\def\placeName{}
\def\orgName{}
\def\textcal#1{{\fontspec{Lucida Calligraphy}#1}}
\def\textgothic#1{{\fontspec{Lucida Blackletter}#1}}
\def\textlarge#1{{\large #1}}
\def\textoverbar#1{\ensuremath{\overline{#1}}}
\def\textquoted#1{‘#1’}
\def\textsmall#1{{\small #1}}
\def\textsubscript#1{\@textsubscript{\selectfont#1}}
\def\textxi{\ensuremath{\xi}}
\def\titlem{\itshape}
\newenvironment{biblfree}{}{\ifvmode\par\fi }
\newenvironment{bibl}{}{}
\newenvironment{byline}{\vskip6pt\itshape\fontsize{16pt}{18pt}\selectfont}{\par }
\newenvironment{citbibl}{}{\ifvmode\par\fi }
\newenvironment{docAuthor}{\ifvmode\vskip4pt\fontsize{16pt}{18pt}\selectfont\fi\itshape}{\ifvmode\par\fi }
\newenvironment{docDate}{}{\ifvmode\par\fi }
\newenvironment{docImprint}{\vskip 6pt}{\ifvmode\par\fi }
\newenvironment{docTitle}{\vskip6pt\bfseries\fontsize{22pt}{25pt}\selectfont}{\par }
\newenvironment{msHead}{\vskip 6pt}{\par}
\newenvironment{msItem}{\vskip 6pt}{\par}
\newenvironment{rubric}{}{}
\newenvironment{titlePart}{}{\par }

\newcolumntype{L}[1]{){\raggedright\arraybackslash}p{#1}}
\newcolumntype{C}[1]{){\centering\arraybackslash}p{#1}}
\newcolumntype{R}[1]{){\raggedleft\arraybackslash}p{#1}}
\newcolumntype{P}[1]{){\arraybackslash}p{#1}}
\newcolumntype{B}[1]{){\arraybackslash}b{#1}}
\newcolumntype{M}[1]{){\arraybackslash}m{#1}}
\definecolor{label}{gray}{0.75}
\def\unusedattribute#1{\sout{\textcolor{label}{#1}}}
\DeclareRobustCommand*{\xref}{\hyper@normalise\xref@}
\def\xref@#1#2{\hyper@linkurl{#2}{#1}}
\begingroup
\catcode`\_=\active
\gdef_#1{\ensuremath{\sb{\mathrm{#1}}}}
\endgroup
\mathcode`\_=\string"8000
\catcode`\_=12\relax

\usepackage[a4paper,twoside,lmargin=1in,rmargin=1in,tmargin=1in,bmargin=1in,marginparwidth=0.75in]{geometry}
\usepackage{framed}

\definecolor{shadecolor}{gray}{0.95}
\usepackage{longtable}
\usepackage[normalem]{ulem}
\usepackage{fancyvrb}
\usepackage{fancyhdr}
\usepackage{graphicx}
\usepackage{marginnote}

\renewcommand{\@cite}[1]{#1}


\renewcommand*{\marginfont}{\itshape\footnotesize}

\def\Gin@extensions{.pdf,.png,.jpg,.mps,.tif}

  \pagestyle{fancy}

\usepackage[pdftitle={Quality Enhancement of Internal Customers and Relationship with External Customers in Management Education: An Elucidate Study},
 pdfauthor={}]{hyperref}
\hyperbaseurl{}

	 \paperwidth210mm
	 \paperheight297mm
              
\def\@pnumwidth{1.55em}
\def\@tocrmarg {2.55em}
\def\@dotsep{4.5}
\setcounter{tocdepth}{3}
\clubpenalty=8000
\emergencystretch 3em
\hbadness=4000
\hyphenpenalty=400
\pretolerance=750
\tolerance=2000
\vbadness=4000
\widowpenalty=10000

\renewcommand\section{\@startsection {section}{1}{\z@}%
     {-1.75ex \@plus -0.5ex \@minus -.2ex}%
     {0.5ex \@plus .2ex}%
     {\reset@font\Large\bfseries}}
\renewcommand\subsection{\@startsection{subsection}{2}{\z@}%
     {-1.75ex\@plus -0.5ex \@minus- .2ex}%
     {0.5ex \@plus .2ex}%
     {\reset@font\Large}}
\renewcommand\subsubsection{\@startsection{subsubsection}{3}{\z@}%
     {-1.5ex\@plus -0.35ex \@minus -.2ex}%
     {0.5ex \@plus .2ex}%
     {\reset@font\large}}
\renewcommand\paragraph{\@startsection{paragraph}{4}{\z@}%
     {-1ex \@plus-0.35ex \@minus -0.2ex}%
     {0.5ex \@plus .2ex}%
     {\reset@font\normalsize}}
\renewcommand\subparagraph{\@startsection{subparagraph}{5}{\parindent}%
     {1.5ex \@plus1ex \@minus .2ex}%
     {-1em}%
     {\reset@font\normalsize\bfseries}}


\def\l@section#1#2{\addpenalty{\@secpenalty} \addvspace{1.0em plus 1pt}
 \@tempdima 1.5em \begingroup
 \parindent \z@ \rightskip \@pnumwidth 
 \parfillskip -\@pnumwidth 
 \bfseries \leavevmode #1\hfil \hbox to\@pnumwidth{\hss #2}\par
 \endgroup}
\def\l@subsection{\@dottedtocline{2}{1.5em}{2.3em}}
\def\l@subsubsection{\@dottedtocline{3}{3.8em}{3.2em}}
\def\l@paragraph{\@dottedtocline{4}{7.0em}{4.1em}}
\def\l@subparagraph{\@dottedtocline{5}{10em}{5em}}
\@ifundefined{c@section}{\newcounter{section}}{}
\@ifundefined{c@chapter}{\newcounter{chapter}}{}
\newif\if@mainmatter 
\@mainmattertrue
\def\chaptername{Chapter}
\def\frontmatter{%
  \pagenumbering{roman}
  \def\thechapter{\@roman\c@chapter}
  \def\theHchapter{\roman{chapter}}
  \def\thesection{\@roman\c@section}
  \def\theHsection{\roman{section}}
  \def\@chapapp{}%
}
\def\mainmatter{%
  \cleardoublepage
  \def\thechapter{\@arabic\c@chapter}
  \setcounter{chapter}{0}
  \setcounter{section}{0}
  \pagenumbering{arabic}
  \setcounter{secnumdepth}{6}
  \def\@chapapp{\chaptername}%
  \def\theHchapter{\arabic{chapter}}
  \def\thesection{\@arabic\c@section}
  \def\theHsection{\arabic{section}}
}
\def\backmatter{%
  \cleardoublepage
  \setcounter{chapter}{0}
  \setcounter{section}{0}
  \setcounter{secnumdepth}{2}
  \def\@chapapp{\appendixname}%
  \def\thechapter{\@Alph\c@chapter}
  \def\theHchapter{\Alph{chapter}}
  \appendix
}
\newenvironment{bibitemlist}[1]{%
   \list{\@biblabel{\@arabic\c@enumiv}}%
       {\settowidth\labelwidth{\@biblabel{#1}}%
        \leftmargin\labelwidth
        \advance\leftmargin\labelsep
        \@openbib@code
        \usecounter{enumiv}%
        \let\p@enumiv\@empty
        \renewcommand\theenumiv{\@arabic\c@enumiv}%
	}%
  \sloppy
  \clubpenalty4000
  \@clubpenalty \clubpenalty
  \widowpenalty4000%
  \sfcode`\.\@m}%
  {\def\@noitemerr
    {\@latex@warning{Empty `bibitemlist' environment}}%
    \endlist}

\def\tableofcontents{\section*{\contentsname}\@starttoc{toc}}
\parskip0pt
\parindent1em
\def\Panel#1#2#3#4{\multicolumn{#3}{){\columncolor{#2}}#4}{#1}}
\newenvironment{reflist}{%
  \begin{raggedright}\begin{list}{}
  {%
   \setlength{\topsep}{0pt}%
   \setlength{\rightmargin}{0.25in}%
   \setlength{\itemsep}{0pt}%
   \setlength{\itemindent}{0pt}%
   \setlength{\parskip}{0pt}%
   \setlength{\parsep}{2pt}%
   \def\makelabel##1{\itshape ##1}}%
  }
  {\end{list}\end{raggedright}}
\newenvironment{sansreflist}{%
  \begin{raggedright}\begin{list}{}
  {%
   \setlength{\topsep}{0pt}%
   \setlength{\rightmargin}{0.25in}%
   \setlength{\itemindent}{0pt}%
   \setlength{\parskip}{0pt}%
   \setlength{\itemsep}{0pt}%
   \setlength{\parsep}{2pt}%
   \def\makelabel##1{\upshape ##1}}%
  }
  {\end{list}\end{raggedright}}
\newenvironment{specHead}[2]%
 {\vspace{20pt}\hrule\vspace{10pt}%
  \phantomsection\label{#1}\markright{#2}%

  \pdfbookmark[2]{#2}{#1}%
  \hspace{-0.75in}{\bfseries\fontsize{16pt}{18pt}\selectfont#2}%
  }{}
      \def\TheFullDate{2018-01-15 (revised: 15 January 2018)}
\def\TheID{\makeatother }
\def\TheDate{2018-01-15}
\title{Quality Enhancement of Internal Customers and Relationship with External Customers in Management Education: An Elucidate Study}
\author{}\makeatletter 
\makeatletter
\newcommand*{\cleartoleftpage}{%
  \clearpage
    \if@twoside
    \ifodd\c@page
      \hbox{}\newpage
      \if@twocolumn
        \hbox{}\newpage
      \fi
    \fi
  \fi
}
\makeatother
\makeatletter
\thispagestyle{empty}
\markright{\@title}\markboth{\@title}{\@author}
\renewcommand\small{\@setfontsize\small{9pt}{11pt}\abovedisplayskip 8.5\p@ plus3\p@ minus4\p@
\belowdisplayskip \abovedisplayskip
\abovedisplayshortskip \z@ plus2\p@
\belowdisplayshortskip 4\p@ plus2\p@ minus2\p@
\def\@listi{\leftmargin\leftmargini
               \topsep 2\p@ plus1\p@ minus1\p@
               \parsep 2\p@ plus\p@ minus\p@
               \itemsep 1pt}
}
\makeatother
\fvset{frame=single,numberblanklines=false,xleftmargin=5mm,xrightmargin=5mm}
\fancyhf{} 
\setlength{\headheight}{14pt}
\fancyhead[LE]{\bfseries\leftmark} 
\fancyhead[RO]{\bfseries\rightmark} 
\fancyfoot[RO]{}
\fancyfoot[CO]{\thepage}
\fancyfoot[LO]{\TheID}
\fancyfoot[LE]{}
\fancyfoot[CE]{\thepage}
\fancyfoot[RE]{\TheID}
\hypersetup{citebordercolor=0.75 0.75 0.75,linkbordercolor=0.75 0.75 0.75,urlbordercolor=0.75 0.75 0.75,bookmarksnumbered=true}
\fancypagestyle{plain}{\fancyhead{}\renewcommand{\headrulewidth}{0pt}}

\date{}
\usepackage{authblk}

\providecommand{\keywords}[1]
{
\footnotesize
  \textbf{\textit{Index terms---}} #1
}

\usepackage{graphicx,xcolor}
\definecolor{GJBlue}{HTML}{273B81}
\definecolor{GJLightBlue}{HTML}{0A9DD9}
\definecolor{GJMediumGrey}{HTML}{6D6E70}
\definecolor{GJLightGrey}{HTML}{929497} 

\renewenvironment{abstract}{%
   \setlength{\parindent}{0pt}\raggedright
   \textcolor{GJMediumGrey}{\rule{\textwidth}{2pt}}
   \vskip16pt
   \textcolor{GJBlue}{\large\bfseries\abstractname\space}
}{%   
   \vskip8pt
   \textcolor{GJMediumGrey}{\rule{\textwidth}{2pt}}
   \vskip16pt
}

\usepackage[absolute,overlay]{textpos}

\makeatother 
      \usepackage{lineno}
      \linenumbers
      
\begin{document}

             \author[1]{Dr.  V.T.Vasagan}

             \affil[1]{  ICFAI UNIVERSITY NAGALAND}

\renewcommand\Authands{ and }

\date{\small \em Received: 12 December 2017 Accepted: 3 January 2018 Published: 15 January 2018}

\maketitle


\begin{abstract}
        


Success of any organization lies in the Quality of Service particularly in the Management Education Service. External Customers (Students) needs are given due priority accordingly internal customers (Teachers) are engaged in service with reference to their qualities. Quality should not be static but should be dynamic which undergo continuous improvement in the internal customers? capabilities which should bring positive result in the performance of external customers. Improvement in the Quality of internal customers is necessary in the development of the future human resources. This paper raise questions on the quality of internal customers and relationship with the quality of external customers. Primary data were collected from top 10 MESPO of Assam. The data were collected with the help of a set of two different questionnaires from 100 internal and 510 external customers of top 10 MESPO of Assam. Hypothesis established for the purpose of the study was tested with the help of both parametric and non parametric test of correlation. It was found that an attempt made by the internal customers in improving their quality by taking part in seminars, workshop, FDP programs, publication of research work, refresher course, and training in software handling etc. were very low, not up to the required standard thus does not have any relationship with the external customers. Internal Customers should understand needs of the external customers accordingly develop will have to Qualities.

\end{abstract}


\keywords{internal marketing, external marketing, internal customers, external customers management education services providing organizations}

\begin{textblock*}{18cm}(1cm,1cm) % {block width} (coords) 
\textcolor{GJBlue}{\LARGE Global Journals \LaTeX\ JournalKaleidoscope\texttrademark}
\end{textblock*}

\begin{textblock*}{18cm}(1.4cm,1.5cm) % {block width} (coords) 
\textcolor{GJBlue}{\footnotesize \\ Artificial Intelligence formulated this projection for compatibility purposes from the original article published at Global Journals. However, this technology is currently in beta. \emph{Therefore, kindly ignore odd layouts, missed formulae, text, tables, or figures.}}
\end{textblock*}


\let\tabcellsep& 	 	 		 
\section[{I. Introduction}]{I. Introduction}\par
uality of Service is the main mantra of many Management Education Service Providing Organizations to attract the External Customers (Students). Reengineering of quality is necessary to improve the quality of internal customers (Teachers) since it aims to bring dramatic improvement in the performance of internal and external customers. Improvement of the Quality of internal customers has no upper limit since they deals with the development of human resources of future. Hence, the internal customers have to continuously improve their quality to bring desired result. Internal marketing emphases best practice of quality of service which focuses on the development the quality of internal customer services. According to Hassan et al  {\ref (2013)}, in their research found Author: Asst. Professor, Department of Management, ICFAI University Nagaland, Dimapur, Nagaland. e-mail: vasant75@ymail.com that internal marketing has direct relation with quality of services. Because, organization is conscious enough to monitor employees performance, the performers are highly rewarded, therefore internal marketing ensure quality because the employees who delivers quality service are retained by the organizations. Thus quality and internal marketing has direct relation. 
\section[{II. Quality of Service}]{II. Quality of Service}\par
'Quality' comes from the Latin word 'Qualitas', which refers to the nature of a person or the nature of an object. In the past Quality meant accuracy and perfection  {\ref (Al-Dararkah, 2002)}. Service Quality and its components are actionable in the workplace is an important endeavour that an organization should seriously execute it. This give unambiguous direction to employees improves service quality in the workplace. Fortunately, there are researchers such as  {\ref Grönroos (1983)},  {\ref Lehtinen and Lehtinen (1982)}, and Parasuraman, Zeithaml and Berry (hereafter referred to as PZB)  {\ref (1985)} who are working to determine service quality and to provide a number of actionable tools that a marketer can use to gauge organization performance. Webster's dictionary defines quality as not only the basic character or characteristic that makes something good or bad, commendable or reprehensible, but also the degree of excellence a thing processes, or superiority. Webster's goes on to define quality control system for maintaining desired standards. The two definitions comprise the most simplistic basis for achieving quality assurance in any organization, including higher education. Obviously an organization must define itself, as through a mission statement and then set goals and objectives that will support that mission before it can hope to measure its outcome against the stated goals. This is quality assurance. 
\section[{III. Components of Service Quality}]{III. Components of Service Quality}\par
Parasurama Zeltham, I \& Berry (1985) that there exist ten criteria and dimensions through which service quality can be assessed:\par
? Reliability: The ability of an organization to accurately achieve its services in the proper time and according to the promises it has made to its clients. ? Responsiveness: The tendency and willingness of service providers to help clients and satisfy their needs, immediately reply to their inquiries, and solve their problems as quickly as possible.\par
? Competence: Having adequate skills and knowledge that enable the employees to perform their jobs properly.\par
? Accessibility: Providing easy access to a service in terms of location and through services provided via the telephone, the internet, or any other means of communication.\par
? Courtesy: Treating clients respectfully in a polite friendly manner, understanding their feelings, and answering their phone calls gently.\par
? Communication: This occurs through gentlemanly listening to the client conveying information to them clearly and facilitating external communication with workers.\par
? Credibility: This can be achieved through full trust and confidence in the service provider as well as his honesty and straight forwardness. 
\section[{? ?}]{? ?}\par
? Tangibility: This includes physical aspects connected with service such as instruments and equipment, persons, physical facilities like buildings and nice decoration and other observable service facilities. 
\section[{IV. Review of Literature}]{IV. Review of Literature}\par
According to Philip et al (1997) "Quality is conformance to requirements". In the same direction Parasuraman and Berry (1991) defines "Quality is exceeding what customers expect from the service". In addition to these, \hyperref[b5]{Garvin (1984)} defines, "Quality can be defined from different prospective-user based, product based, manufacturing based, value based and transcendent view". Service organizations therefore evaluate certain components of a service to determine its quality. According to Gronroos (2001) any service has two important components-functional and technical. The functional component involves interaction between the customers and the service personnel. The technical component refers to the output of the service operation. According to \hyperref[b14]{Parasuraman and Berry (1991)} service quality is determined by customers using various criteria like credibility, security access, communication, tangibility, responsiveness, competence, reliability, etc. Thus the quality indeed will have to be measured for business success. Hassan et al (2013) emphases on internal marketing for quality service in their research. Even Cronin et al (1992) measure the service quality in terms of service output in their research. Thus, Quality of Service must be one of the components of internal marketing. On the other hand, various research work under taken by various author advocates that Internal Marketing brings better performance on employees. The article by Tim R.V. Davis examines the impact of consultative and participative styles of management on internal marketing which increase employee involvement in reaching decisions, making commitments and taking action. David Ballantyne explores the structural relationships through which internal marketing can create value for an organization, its customers and its employees. Marelise Pitt, Johan Bruwer, Deon Nel and Paul Berthon state that internal marketing is a critical issue facing marketing professions, human resources and other executives. They argue that if poor service is provided between employees it is unlikely that good service will ultimately be provided to the external customer. 
\section[{a) Literature Gap}]{a) Literature Gap}\par
This literature review shows that sufficient amount of research work is done on internal marketing in different field of corporate business. But no research work had been done in the context of improvement of quality of internal customers and the relationship with external customers in management education service providing organization in Assam. 
\section[{V. Need/Importance of the Study}]{V. Need/Importance of the Study}\par
The main objective of this study is to understand the relationship between the improvement of the quality of internal customer and external customers. This paper believes that improvement in the quality in many areas of education service by internal customers may have a direct relationship with external customers. When internal customers fail to produce good quality external customers, become liabilities rather than employable human resources in the society. 
\section[{VI. Statement of the Problem}]{VI. Statement of the Problem}\par
According to Sheela Singh et al. (  {\ref 2013}), the variation in terms of academic, administrative and financial arrangement in the India Higher Educational Institutions fail to provide quality service the external customers. Gandhi. M. M, (2013) in his research paper pointed out that 'Mushroom growth of universities and colleges has been the main cause of lack of quality in Management Education. This paper attempt to study on the improvement of quality of internal customer and the relationship with external customers is a need of an hour since the internal customers put all efforts not only to develop them but also to develop external customers.\par
Security: This depends on whether the service is free from risks and hazards, defects or doubts so that it provides bodily safety, financial security as well as privacy.\par
Understanding/Knowing the Customer: This can be made achievable through the ability to pinpoint the customers' needs as well as understanding their individual problems.\par
When the internal customers learn new knowledge through training it will be shared with the external customers. The new knowledge enable the external customer perform well in their studies. 
\section[{VII. Objective of the Study}]{VII. Objective of the Study}\par
Given the survey of literature and scope, the objective established for the purpose of the study is:\par
To ascertain relationship between 'The improvement of quality of Internal Customers' in one hand and "Relationship with External Customers' on the other hand. 
\section[{Hypotheses}]{Hypotheses}\par
Given the objective, the following working hypothesis considered for the study:H 0 :\par
The improvements in the quality of Internal Customers' and the relationship with the external customers' have inverse relationship. 
\section[{VIII. Research Methodology}]{VIII. Research Methodology}\par
Primary data with help of a set of two different questionnaires from 100 internal and 510 external customers of top 10 MESPO of Assam was collected. The values are allotted for strongly agree, agree, neutral, disagree and strongly disagree in the order of 5,4,3,2 and 1 respectively in the 5 point scale. The samples were as follows:   
\section[{IX. Results and Discussion}]{IX. Results and Discussion}\par
Improvement in the quality of internal customers and relationship with the external customers.  
\section[{X. Findings}]{X. Findings}\par
From the above it can be inferred that the relationship between [a] Degree of Quality of Internal  
\section[{XI. Recommendations/Suggestions}]{XI. Recommendations/Suggestions}\par
This is indicative of the fact that Interactive marketing dimension in respect of Management Education Service providing organization is in neglected dimension. Thus internal customers continuously should arrange the seminar, workshop, FDP programs, refresher course, training in software handling etc. to students and the significance of improving the quality in them associated with profession should be elucidated. 
\section[{XII. Limitations}]{XII. Limitations}\par
This research paper did not collect any feedback from the students and internal customers of Management Institutions which are not practicing internal marketing components are taken for the study. Internal Customers too have not made any comment on improving the quality in them. 
\section[{XIII. Conclusions}]{XIII. Conclusions}\par
Quality of Service must directly like with the improvement of the quality of internal customers which should bring positive relationship with the external customers. Thus internal customers continuously should arrange the seminar, workshop, FDP programs, refresher course, training in software handling etc. to students and the significance of improving the quality in them associated with profession should be elucidated.   \begin{figure}[htbp]
\noindent\textbf{1} \par 
\begin{longtable}{P{0.11778290993071593\textwidth}P{0.5889145496535797\textwidth}P{0.05496535796766744\textwidth}P{0.08833718244803695\textwidth}}
S. No.\tabcellsep Name of the Institutes\tabcellsep Teachers\tabcellsep Students\\
1\tabcellsep Bosco Institute of Management\tabcellsep 10\tabcellsep 40\\
2\tabcellsep Royal School of Management\tabcellsep 10\tabcellsep 60\\
3\tabcellsep Guwahati University\tabcellsep 5\tabcellsep 63\\
4\tabcellsep Dibrugrah University\tabcellsep 11\tabcellsep 50\\
5\tabcellsep Assam Kaziranga University\tabcellsep 12\tabcellsep 53\\
6\tabcellsep Tezpur University\tabcellsep 10\tabcellsep 40\\
7\tabcellsep Assam Institute of Management\tabcellsep 10\tabcellsep 56\\
8\tabcellsep Girijananda Chowdhury Institute of Management\tabcellsep 9\tabcellsep 38\\
9\tabcellsep North Eastern Regional Institute of Management\tabcellsep 18\tabcellsep 70\\
10\tabcellsep Assam University\tabcellsep 5\tabcellsep 40\\
\tabcellsep Total\tabcellsep 100\tabcellsep 510\\
\tabcellsep \tabcellsep \tabcellsep Source: Survey\\
\multicolumn{2}{l}{a) Latent Variable Considered for the Study}\tabcellsep \tabcellsep \end{longtable} \par
 
\caption{\label{tab_0}Table 1 :}\end{figure}
 \begin{figure}[htbp]
\noindent\textbf{2} \par 
\begin{longtable}{P{0.1273615635179153\textwidth}P{0.31840390879478825\textwidth}P{0.4042345276872964\textwidth}}
Name of Institute\tabcellsep Degree of Quality of Internal Customers (Teachers) as perceived by Teachers\tabcellsep Degree of Relationship with External Customers as perceived Students\\
AIM\tabcellsep 6.30\tabcellsep 59.46\\
AU\tabcellsep 1.56\tabcellsep 49.10\\
DBIM\tabcellsep 3.36\tabcellsep 49.60\\
DU\tabcellsep 3.44\tabcellsep 49.44\\
GIMT\tabcellsep 6.40\tabcellsep 57.84\\
GU\tabcellsep 4.25\tabcellsep 52.87\\
KU\tabcellsep 3.83\tabcellsep 58.33\\
NERIM\tabcellsep 5.91\tabcellsep 56.75\\
RSM\tabcellsep 6.90\tabcellsep 57.80\\
TU\tabcellsep 6.30\tabcellsep 58.18\\
\tabcellsep \tabcellsep Source: Based on Survey Data\end{longtable} \par
 
\caption{\label{tab_1}Table 2 :}\end{figure}
 \begin{figure}[htbp]
\noindent\textbf{3} \par 
\begin{longtable}{P{0.4909240924092409\textwidth}P{0.09257425742574257\textwidth}P{0.1528877887788779\textwidth}P{0.11361386138613862\textwidth}}
\tabcellsep \multicolumn{2}{l}{Quality of Internal Customers}\tabcellsep Relationship with External Customers\\
Mean\tabcellsep 5.95\tabcellsep \tabcellsep 55.54705882\\
Known Variance\tabcellsep 19.017\tabcellsep \tabcellsep 79.136\\
Observations\tabcellsep 100\tabcellsep \tabcellsep 510\\
Hypothesized Mean Difference\tabcellsep 0\tabcellsep \\
z\tabcellsep -84.39823097\tabcellsep \\
z Critical two-tail\tabcellsep 1.959963985\tabcellsep \\
\tabcellsep \tabcellsep \tabcellsep Compiled from Survey Data\\
\multicolumn{2}{l}{1.96 = 1.96, calculated p value is equal to table}\tabcellsep \multicolumn{2}{l}{The measure of correlation [both Parametric /}\\
\multicolumn{2}{l}{value, thus there is a relationship between Quality of}\tabcellsep \multicolumn{2}{l}{Non Parametric] between the variable and related data}\\
\multicolumn{2}{l}{Internal Customers (Teachers) and the Quality of}\tabcellsep are tested.\\
\multicolumn{2}{l}{External Customers (Students). The further analysis}\tabcellsep \\
\multicolumn{2}{l}{attempt to finds the level of relationship between these}\tabcellsep \\
two variables.\tabcellsep \tabcellsep \end{longtable} \par
 
\caption{\label{tab_2}Table 3 :}\end{figure}
 \begin{figure}[htbp]
\noindent\textbf{4} \par 
\begin{longtable}{P{0.44640287769784165\textwidth}P{0.4035971223021583\textwidth}}
Degree of Quality of Internal\tabcellsep Degree of Relationship\\
Customers (Teachers) as\tabcellsep with External Customers as\\
perceived by Teachers\tabcellsep perceived Students\end{longtable} \par
 
\caption{\label{tab_3}Table 4 :}\end{figure}
 \begin{figure}[htbp]
\noindent\textbf{5} \par 
\begin{longtable}{P{0.4458041958041958\textwidth}P{0.4041958041958042\textwidth}}
Degree of Quality of Internal Customers (Teachers) as perceived by Teachers\tabcellsep Degree of Relationship with External Customers as perceived Students\end{longtable} \par
 
\caption{\label{tab_4}Table 5 :}\end{figure}
 			\footnote{© 2018 Global Journals} 		 		\backmatter  			  				\begin{bibitemlist}{1}
\bibitem[Pitt et al. ()]{b11}\label{b11} 	 		‘A framework for research in internal marketing and the study of service quality: some propositions’.  		 			Marelise Pitt 		,  		 			Johan Bruwer 		,  		 			Deon Nel 		.  	 	 		\textit{Management Research News}  		1999. Paul Berthon. 22  (7)  p. .  	 
\bibitem[Bolton and Drew ()]{b0}\label{b0} 	 		‘A Multistage Model of Customers' Assessments of Service Quality and Value’.  		 			Ruth N Bolton 		,  		 			James H Drew 		.  	 	 		\textit{Jounal of Consumer Research}  		1991. 17  (1)  p. .  	 
\bibitem[Ballantyne ()]{b3}\label{b3} 	 		‘A relationship-mediated theory of internal marketing’.  		 			David Ballantyne 		.  	 	 		\textit{European Journal of Marketing}  		2003. 37  (9)  p. .  	 
\bibitem[Mattson ()]{b12}\label{b12} 	 		‘Improving service quality in person-to-person encounters’.  		 			J Mattson 		.  	 	 		\textit{The Service Industries Journal}  		1994. 14  (1)  p. .  	 
\bibitem[Tim and Davis ()]{b19}\label{b19} 	 		‘Integrating internal marketing with participative management’.  		 			R V Tim 		,  		 			Davis 		.  	 	 		\textit{Management Decision}  		2001. 39  (2)  p. .  	 
\bibitem[Leay et al. ()]{b13}\label{b13} 	 		\textit{Internal Marketing and Employee Engagement: A Typology},  		 			Mc Leay 		,  		 			Fraser 		,  		 			Vignesh Yoganathan 		.  		2012. Newcastle Business School, UK.  	 
\bibitem[Piercy and Morgan ()]{b17}\label{b17} 	 		‘Internal Marketingthe missing half of the marketing progamme’.  		 			N Piercy 		,  		 			N Morgan 		.  	 	 		\textit{Long Range Planning}  		1991. 24  (2)  p. .  	 
\bibitem[Gandhi ()]{b4}\label{b4} 	 		‘International Initiatives in Assessment of Quality and Accreditation in Higher Education International’.  		 			. M Gandhi 		.  	 	 		\textit{Journal of Educational Planning \& Administration}  		2013. 3  (2)  p. .  	 
\bibitem[Cronin et al. ()]{b1}\label{b1} 	 		‘Measuring Service Quality: A Reexamination and Extension’.  		 			J Cronin 		,  		 			Jr Joseph 		,  		 			A Steven 		,  		 			Taylor 		.  	 	 		\textit{Journal of Marketing}  		1992. 56  (6)  p. .  	 
\bibitem[Parasuraman et al. ()]{b15}\label{b15} 	 		‘More on Improving Service Quality Measurement’.  		 			A Parasuraman 		,  		 			L Leonard 		,  		 			Valarie A Berry 		,  		 			Zeithaml 		.  	 	 		\textit{Journal of Retailing}  		1993. 69  (9)  p. .  	 
\bibitem[Parasuraman and Berry ()]{b14}\label{b14} 	 		 			Parasuraman 		,  		 			L L Berry 		.  		\textit{Marketing Services: Competing through Quality},  				 (New York)  		1991. The Free Press.  	 
\bibitem[Garvin ()]{b5}\label{b5} 	 		\textit{Product Quality" Real Mean},  		 			David A Garvin 		.  		1984. p. .  		 			Sloan Management Review, Harvard University 		 	 	 (What Does) 
\bibitem[Sheela and Avnish ()]{b18}\label{b18} 	 		‘Quality of Higher Education: Local Issue \& Global Challenges in India’.  		 			Singh Sheela 		,  		 			Mishra Avnish 		.  	 	 		\textit{International Journal of Research \& Development in Technology and Management Sciences}  		2013. 19  (25)  p. .  	 
\bibitem[Cronin and Taylor ()]{b2}\label{b2} 	 		‘SERVPERF versus SERVQUAL: reconciling performance-based and perception-minus-expectations measurement of service quality’.  		 			J J Cronin 		,  		 			S A Taylor 		.  	 	 		\textit{Journal of Marketing}  		1994. 58  (1)  p. .  	 
\bibitem[Gilaninia et al. ()]{b6}\label{b6} 	 		‘The Effect of Internal Marketing on Employees' Customer Orientation in Social Security Organization of Gilan’.  		 			Gilaninia 		,  		 			Shahram 		,  		 			Shafiei 		,  		 			Bijan 		,  		 			Rashid Shadab 		.  	 	 		\textit{International Journal of Innovative Research in Science, Engineering and Technology}  		2013. 2  (10)  p. .  	 
\bibitem[Ghorbani and Mostafavi ()]{b9}\label{b9} 	 		‘The Impact of Direct and Indirect of internal marketing on service quality and mediating role of OCB CASE: Iran Insurance Company’.  		 			Hassan Ghorbani 		,  		 			Maedeh Mostafavi 		.  	 	 		\textit{International Journal of Academic Research in Business and Social Sciences}  		2013. 3  (11)  p. .  	 
\bibitem[Ghorbani and Mostafavi ()]{b10}\label{b10} 	 		‘The Impact of Direct and Indirect of internal marketing on service quality and mediating role of OCB CASE: Iran Insurance Company’.  		 			Hassan Ghorbani 		,  		 			Maedeh Mostafavi 		.  	 	 		\textit{International Journal of Academic Research in Business and Social Sciences}  		2013. 3  (11)  p. .  	 
\bibitem[Hartline and Ferrell ()]{b8}\label{b8} 	 		‘The management of customer -contact service employees: An empirical investigation’.  		 			M D Hartline 		,  		 			O C Ferrell 		.  	 	 		\textit{Journal of Marketing}  		1996. 60  (4)  p. .  	 
\bibitem[Philip and Hazlett ()]{b16}\label{b16} 	 		‘The measurement of service quality: a new P-C-P attributes model’.  		 			G Philip 		,  		 			S A Hazlett 		.  	 	 		\textit{International Journal of Quality \& Reliability Management}  		1997. 14  (3)  p. .  	 
\bibitem[Grönroos ()]{b7}\label{b7} 	 		‘The Perceived Service Quality Concept-A Mistake?’.  		 			C Grönroos 		.  	 	 		\textit{Managing Service Quality}  		2001. 11  (3)  p. .  	 
\end{bibitemlist}
 			 		 	 
\end{document}
