Sentences with phrase «in organizational management»

Finally, program administrators must be skilled in organizational management and relationship building.

Education Ashford University (Clinton, IA) 2011 — Present Master Degree in Organizational Management Ashford University (Clinton, IA) 2011 Bachelor of Arts in Organizational Management with Honors & Distinction Phoenix University (Pittsburg, PA) 2008 — 2009 Significant Coursework in Business Management Duff's Business Institute (Pittsburg, PA) 1987 Associate Degree in Financial Management

I have completed my BA in Organizational Management online through Ashford University to make myself a more va...

- Master Degree in Organizational Management University of Phoenix.

In addition, I am pursuing two additional doctorate degrees, one in Educational Leadership and the other in Organizational Management, and I will graduate with both additional doctorate degrees before December 2011.

Accomplished Business Professional with experience in organizational management, customer relationship management, call center management, and staff supervision.

Brooks holds a Bachelor's Degree in Psychology and a Master's Degree in Organizational Management.

It's important that those in organizational management set attainable goals and manage their time wisely so they can accomplish them.

• Looking for a position as a Front Desk Associate where my expertise in organizational management can be used to make significant contribution to furthering customer base

The members hold prestigious industry certifications and credentials, including Nationally Certified Resume Writer, Academy Certified Resume Writer, Certified Professional Resume Writer, Certified Employment Interview Professional, Master of Arts in Organizational Management, and Master of Human Resources.

Seeking to work as a clerical aid for a reputed organization on the basis of a Diploma in Organizational management practices and thorough experience about digital communication and office related clerical jobs.

Prepared letters and correspondence for new students Created mailing lists, name tags, name plates Created work orders, purchase orders, made adjustments to department budget in the Banner system Assisted with the planning, organizing of the Orientation Program for the Inaugural Class in the Organizational Management Program Assisted with the Information Sessions for prospective BAS students Record the minutes for the Service Excellence Committee Broker's Assistant, Realty Executives Tri-County, The Villages, and Florida.

She holds a Master's Degree in Organizational Management and is a Certified Fundraising Executive (CFRE).

Barry holds a Bachelor of Arts Degree in Organizational Management from Ashford University and a Master's of Business Administration Degree from Ohio University.

«I went back to school part - time and completed my degree in computer technology in 2003, followed by a masters in organizational management,» says Phoebe, now 53.

I went back to graduate school and earned a Master's Degree in Organizational Management.

Suzanne earned her Bachelor's degree in Organizational Management from the University of La Verne.

Cat brings strong expertise in organizational management, operations, and contract management, as well as years of experience building new programs, developing and executing strategic plans, and identifying and deepening operational efficiencies.

To be a transformative leader in education reform, you need to merge an in - depth knowledge of education policy with proven best practices in organizational management.

Not exact matches

This revolution presents new challenges in every aspect of organizational management, including the management of human resources, according to the report.

«Stephen's extensive consulting and executive management experience in the satellite and communications industries informs his advice to clients around the world in strategic planning, growth and organizational effectiveness.»

Tugend cites a Harvard Business Review essay by academic and management consultant Paul Schoemaker, in which he argues that although organizations need to make mistakes to improve, their organizational attitudes do everything possible to discourage them.

Many companies have scrapped or adjusted their traditional, hierarchical organizational structures in favor of flatter management structures.

Students taking four or more electives in the following areas can declare themselves a specialist: accounting, business economics, finance, marketing, operations management and statistics, organizational behaviour / human resource management, and strategy.

«The finding that generational differences in PWE do not exist suggests that organizational initiatives aimed at changing talent management strategies and targeting them for the «very different» Millennial generation may be unwarranted and not a value - added activity,» they conclude.

Of course, the rule leads to an organizational hierarchy that might seem appallingly narrow and tall: there are typically six full layers of management in between an infantry private and the colonel commanding his regiment.

Decentralization: The Rule of Three In business, decentralization and organizational flattening typically involve gutting several layers of management, often leaving managers overwhelmed with as many as a dozen direct subordinates.

As people move up in an organization, they tend to become more focused on management, as opposed to showing leadership in their particular organizational function.

Among the factors that could cause actual results to differ materially are the following: (1) worldwide economic, political, and capital markets conditions and other factors beyond the Company's control, including natural and other disasters or climate change affecting the operations of the Company or its customers and suppliers; (2) the Company's credit ratings and its cost of capital; (3) competitive conditions and customer preferences; (4) foreign currency exchange rates and fluctuations in those rates; (5) the timing and market acceptance of new product offerings; (6) the availability and cost of purchased components, compounds, raw materials and energy (including oil and natural gas and their derivatives) due to shortages, increased demand or supply interruptions (including those caused by natural and other disasters and other events); (7) the impact of acquisitions, strategic alliances, divestitures, and other unusual events resulting from portfolio management actions and other evolving business strategies, and possible organizational restructuring; (8) generating fewer productivity improvements than estimated; (9) unanticipated problems or delays with the phased implementation of a global enterprise resource planning (ERP) system, or security breaches and other disruptions to the Company's information technology infrastructure; (10) financial market risks that may affect the Company's funding obligations under defined benefit pension and postretirement plans; and (11) legal proceedings, including significant developments that could occur in the legal and regulatory proceedings described in the Company's Annual Report on Form 10 - K for the year ended Dec. 31, 2017, and any subsequent quarterly reports on Form 10 - Q (the «Reports»).

And in five short years, they've massively changed the organizational structure and are building a new model for sports franchise management.

«Thirty years ago when I started working, you were supposed to park your personal life at the door,» says Nina Cole, an expert in human - resources management and organizational behaviour at Ryerson University's Ted Rogers School of Mmanagement and organizational behaviour at Ryerson University's Ted Rogers School of ManagementManagement.

From our headquarters in Fairfax, Va., and from offices and locations around the globe, our more than 6,000 employees support government clients in civilian, defense, health, intelligence, law enforcement and homeland security agencies by delivering IT solutions and professional services in such areas as information technology lifecycle services; cloud and mobile computing; cyber security; solutions development and integration; and, strategy development and organizational change management.

Marcel Desautels Chair in Integrative Thinking Professor of Organizational Behaviour & HR Management

Here is a sample of what this sounds like, taken from the recent organizational reform plan that aims to expand the Party's role in decision - making and management.

Stanford Graduate School of Business Professor Jeffrey Pfeffer wrote in the journal, Academy of Management Perspectives, that, «Although most of the research and public pressure concerning sustainability has been focused on the effects of business and organizational activity on the physical environment, companies and their management practices profoundly affect the human and social environment as weManagement Perspectives, that, «Although most of the research and public pressure concerning sustainability has been focused on the effects of business and organizational activity on the physical environment, companies and their management practices profoundly affect the human and social environment as wemanagement practices profoundly affect the human and social environment as well.»

Come listen to talks by great thinkers and experts in Organizational Behaviour and Human Resource Management at the Rotman Speaker Series

Meet our world - class Organizational Behaviour and Human Resource Management faculty who conduct research in a wide range of topics.

The Area of OB / HRM at the Rotman School of Management aims to create a collegial environment in which faculty can pursue high - quality research in the fields of Organizational Behaviour and Human Resource Management.

JoAnne earned her B.A. in Business Management, Human Resources and Organizational Development from Sonoma State University, and is a certified professional coach.

We drive better outcomes through our expertise in organizational effectiveness, career management and individual development.

Ms. McColgan has extensive leadership and organizational expertise across a wide variety of financial service delivery models, and has overseen numerous acquisitions, restructurings and reorganizations in the wealth and asset management space.

She currently operates her own consulting business providing services to business and non-profit clients in a number of areas including business and human resources planning account management, organizational reviews and operational planning.

Most sales training focuses on selling everyone in the organizational chart, not specifically selling to management.

They then seek to boost the value of their stakes by putting pressure on management to adopt a change in strategy — such as a spinoff, sale, or other organizational restructuring or changes in capital allocation — aimed at «enhancing shareholder value.»

Franklin Resources, Inc. is the organizational name for a company better known as Franklin Templeton Investments, an investment management firm that has its headquarters in San Mateo, California, a little bit south of San Francisco.

The ministerial courses, at least in my program, included leadership and organizational classes that have been beneficial for me in management positions.

(1) clarity, strength and persuasiveness of Christian conviction and commitment; (2) good preaching and the ability to design and lead meaningful worship; (3) conviction of and commitment to pastoral calling as integral to Christian ministry and pastoral care; (4) deep sensitivity to the needs of people individually and in groups; (5) concern for, dedication to, and skill in working for congregational development and growth as a part of faithfulness, for the nurture and retention of members who show signs of slackening commitment, for the motivation and training of lay persons to work for church growth; (6) capacity to generate enthusiasm in other people, personal warmth, competence, spiritual authenticity; (7) ability to encourage and generate a spirit of unity in a congregation; and (8) organizational development and conflict management skills.

In her new role she leads of human resources ensuring organizational alignment with OGCs unique «shared - ownership» culture, strategic talent management and organizational development activities.

Companies wishing to obtain GFCO certification and use the GFCO logo on their products must meet all of the requirements described in the GFCO Standard, which includes management, organizational and production requirements as well as verification that finished products contain no more than 10 ppm of gluten.

If we start this season with those two in our starting 11 it will be a clear sign from this organization that nothing has changed and that we will never get it right until both Kroenke and Wenger are gone... neither one of these players should still be with our club at this point because they represent the settling half - measures that have plagued this team for a number of years... this is what I call the «no man's land» of the soccer world, where teams don't have enough talented young players, unlike a Monaco or Dortmund, because they have lost the plot from an organizational standpoint... they are so reliant on one individual to run the whole operation that their once relevant scouting department has become so antiquated that it can no longer find those hidden gems it once had... furthermore, when you leave all decision - making to a manager who despises any dissenting opinions, your management team becomes little more than a stagnant group of «yes men» and no new ideas emerge... so instead of developing a team with the qualities necessary to excel in a particular system, you continually make half - brain purchases year after year to stifle dissent from the ticket - buying public, then try desperately to finagle together a lineup regardless of what would make positional sense... have you ever heard of a team who plays players out of position so often... of course not because that manager would likely be fired and never work for a team of any consequence ever again