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Hedera nepalensis (H. nepalensis) , belonging to the family Araliaceae, is a medicinal plant traditionally used to treat stomach problems. The current study investigated the gastroprotective potential and the mechanism of action of H. nepalensis in diclofenac-and ethanol-induced ulcer models. Anti-oxidant and lipid peroxidation inhibitory prospects of H. nepalensis were checked out by free radical scavenging assay and UV spectrophotometer respectively. Effect of H. nepalensis on the pH, gastric total acidity of gastric juice and protective effects of H. nepalensis against ulcer models have been examined. Histopathological studies have been carried out. The aqueous methanol extract of H. nepalensis (100 µg/mL) showed anti-oxidant (83.55%) and lipid peroxidation inhibitory (70.88%) potential at 1000 µg/mL; the extract had no buffer potential. The extract (400 mg/kg) significantly (81.12% and 63.46%) showed gastroprotective effect in diclofenac and ethanol-induced rat ulcer models respectively. Histopathological studies confirmed the biochemical findings. FTIR analysis showed the presence of carboxylic acid, alkanes, conjugated alkanes, aldehydes and alkyl-aryl ethers. Gallic acid, M-coumaric acid and quercetin were found by HPLC analysis. H. nepalensis exhibited significant protection against diclofenac and ethanol induced gastric damage by anti-oxidant and lipid peroxidation suppression effects suggesting potential broad utility in treatment of diseases characterized with gastric damage.

PurposeLean (TQM and JIT) and agile manufacturing (AM) are viewed as strategic capabilities that can help firms to meet diverse set of market demands. However, the question whether lean manufacturing and AM are complementary or competing capabilities is still open to discussion. This research proposes an integrated research framework that draws on complementary theory, theory of systems, and concept of fit to examine this question regarding these two strategic capabilities.Design/methodology/approachData are collected from 248 apparel exporting firms, and the proposed model is evaluated using structural equation modeling.FindingsResults show that lean manufacturing, AM, and supporting management and infrastructural practices have positive and complementary effects on firm's performance. Further, results depict that lean manufacturing and AM complementarity is a complete organizational synergistic phenomenon, and piecemeal implementation of these initiatives may lead to suboptimal or unsatisfactory results. Results also indicate that there is no significant direct (correlated and uncorrelated) relationship of management, infrastructure, lean manufacturing, and AM practices with firm's performance and support that lean manufacturing and AM are not competing paradigms.Research limitations/implicationsThis research is based on cross-sectional data from one industry. Future research should collect data from diverse sectors in different countries.Practical implicationsThis study provides a key insight for manufacturing managers that piecemeal implementation of lean manufacturing and AM does not yield optimal outcomes. In addition, study suggests that lean manufacturing and AM complementarity builds on strong foundation of strategic management and internal and external infrastructure. Therefore, managers should focus on development of skilled and empowered human resources, technological advancements, and learning and virtually integrated organizations for effective implementation of lean manufacturing and AM.Originality/valueProposed framework is one of the first, if not the first, that seeks to resolve the question: whether lean manufacturing and AM are complementary or competing capabilities. Complementary effects of lean manufacturing and AM along with management, internal infrastructure, and common external infrastructure practices have positive impact on performance. This study also segregated infrastructure practices into internal and common external infrastructure practices.

The 2030 Sustainable Development Goals (SDGs) offer a blueprint for global peace and prosperity, while conserving natural ecosystems and resources for the planet. However, factors such as climate-induced weather extremes and other High-Impact Low-Probability (HILP) events on their own can devastate lives and livelihoods. When a pandemic affects us, as COVID-19 has, any concurrent hazards interacting with it highlight additional challenges to disaster and emergency management worldwide. Such amplified effects contribute to greater societal and environmental risks, with cross-cutting impacts and exposing inequities. Hence, understanding how a pandemic affects the management of concurrent hazards and HILP is vital in disaster risk reduction practice. This study reviews the contemporary literature and utilizes data from the Emergency Events Database (EM-DAT) to unpack how multiple extreme events have interacted with the coronavirus pandemic and affected the progress in achieving the SDGs. This study is especially urgent, given the multidimensional societal impacts of the COVID-19 pandemic amidst climate change. Results indicate that mainstreaming risk management into development planning can mitigate the adverse effects of disasters. Successes in addressing compound risks have helped us understand the value of new technologies, such as the use of drones and robots to limit human exposure. Enhancing data collection efforts to enable inclusive sentinel systems can improve surveillance and effective response to future risk challenges. Stay-at-home policies put in place during the pandemic for virus containment have highlighted the need to holistically consider the built environment and socio-economic exigencies when addressing the pandemic’s physical and mental health impacts, and could also aid in the context of increasing climate-induced extreme events. As we have seen, such policies, services, and technologies, along with good nutrition, can significantly help safeguard health and well-being in pandemic times, especially when simultaneously faced with ubiquitous climate-induced extreme events. In the final decade of SDG actions, these measures may help in efforts to “Leave No One Behind”, enhance human–environment relations, and propel society to embrace sustainable policies and lifestyles that facilitate building back better in a post-pandemic world. Concerted actions that directly target the compounding effects of different interacting hazards should be a critical priority of the Sendai Framework by 2030.

Primary care physicians (PCP) needs to plan, organize, implement, and evaluate as care director and coordinator. In primary care there is need to implement leadership model in health sector and medicine. Transformational leadership can be described as style of leadership which is appropriate for health sector. It is alike to the approach which is patient centered. Case management must be well organized, prepared, arranged and described as per needs of patient. The same must be agreed and implemented with suitable individual roles. Leaders are required to do numerous aspects linked to management, managerial and decision making process to carry out the requisite actions. Same process and procedures are also required be completed by Primary care physicians for achievement of patient’s targeted administration, supervision and management. Such happenings and actions contain from preparation, planning, development till structuring networks. Primary care physicians are anticipated to possess transformational leadership capabilities and to assist their performance in role of care coordinators. This all can be attained through integrated, holistic, continuous, comprehensive approach and by building relations with all stakeholders.

Project Managers have multidimensional responsibilities that ominously have impact of the success of the Project. In this study, has been conducted to judge the impact of Cultural differences on the Project success especially in Pakistani and Chinese contexts through mediating role of Managerial actions. The data were collected from 103 respondents, who are employees of 04 Multinational Telecom Vendors/operators. This study provides a new though to researchers to further explore the impact of Pakistani and Chinese Cultural differences on Project Success.

Background: To improve the patient safety among health care sector and organizations need effective and efficient leadership at all stages. Purpose: The aim of this research was to examine the impact of nurse’s manager transformational leadership performance on job contentment and also towards patient safety outcomes. Methods: Random sampling of critical care nurses (N=358) was carried out through cross sectional survey in Lahore, Rawalpindi and Islamabad hospitals of Pakistan. By using structural equation model technique hypothesized model was verified. Discussion: Data acceptability fit in the hypothesized model. Results highlighted that transformational leadership had solid positive impact on workstation empowerment, which resultantly enhances nurse’s job satisfaction and reduces adverse patient outcomes frequency. Consequently, job satisfaction was interrelated towards lower adverse measures. Conclusion: Findings of this research provides support for manager’s to adopt transformational leadership conduct as a beneficial strategy to create office environments which encourage better safety results for patients as well as nurses.

This study has investigated the relationship between employee’s emotional intelligence and their performances mediating role of job satisfaction in Pakistani health sector. Data for this research was gathered by means of three instruments; total 432 respondents participated in this research. After data analysis, it was determined that in Pakistani health sector, employee’s emotional intelligence is vital factor in determination of their performance. Correlation and linear regression analysis indicated that there is significant positive association between employee’s emotional intelligence and their performance. Mediation results also highlighted that job satisfaction partially mediates between employee’s emotional intelligence and their performance and strengthened their relationship.

Objective: To compare effect of Omega 3 fatty acid supplementation versus no supplementation in high risk pregnant females from 20 weeks gestation in terms of frequency of preterm delivery.Methods: We conducted a prospective randomized controlled clinical trial in department of Obstetrics and Gynecology and, Railway Teaching Hospital Islamic International Medical College Trust, from January 2015 to Jan 2017. Women with a history of prior spontaneous singleton preterm birth and a current singleton gestation were divided into two groups A and B by computer generated random numbers. Omega 3 fatty acid supplementation was given to group A patients from 20 weeks to 36 weeks gestation and patients in group B was received no such treatment. Frequency of preterm delivery was compared among patients of both groups.Results: A total of 500 women with singleton pregnancy with history of one or more preterm deliveries were included, and none was lost to follow up. The mean duration of pregnancy at delivery between the omega3 supplemented and control groups [38.2 (SD, 0.6) weeks and 36.6 (SD, 0.9) weeks, P