Sentences with phrase «in organizational planning»

I have the capacity to work in a collaborative environment and possess a demonstrated proficiency in organizational planning.

• Excels in organizational planning.

But Goodman didn't stop there: «In the organizational plan,» meaning modern bureaucratic society, he believed schools acted as both a babysitting service and «an arm of the police, providing cops and concentration camps,» paid for with public funds.

Not exact matches

«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.»

Such risks, uncertainties and other factors include, without limitation: (1) the effect of economic conditions in the industries and markets in which United Technologies and Rockwell Collins operate in the U.S. and globally and any changes therein, including financial market conditions, fluctuations in commodity prices, interest rates and foreign currency exchange rates, levels of end market demand in construction and in both the commercial and defense segments of the aerospace industry, levels of air travel, financial condition of commercial airlines, the impact of weather conditions and natural disasters and the financial condition of our customers and suppliers; (2) challenges in the development, production, delivery, support, performance and realization of the anticipated benefits of advanced technologies and new products and services; (3) the scope, nature, impact or timing of acquisition and divestiture or restructuring activity, including the pending acquisition of Rockwell Collins, including among other things integration of acquired businesses into United Technologies» existing businesses and realization of synergies and opportunities for growth and innovation; (4) future timing and levels of indebtedness, including indebtedness expected to be incurred by United Technologies in connection with the pending Rockwell Collins acquisition, and capital spending and research and development spending, including in connection with the pending Rockwell Collins acquisition; (5) future availability of credit and factors that may affect such availability, including credit market conditions and our capital structure; (6) the timing and scope of future repurchases of United Technologies» common stock, which may be suspended at any time due to various factors, including market conditions and the level of other investing activities and uses of cash, including in connection with the proposed acquisition of Rockwell; (7) delays and disruption in delivery of materials and services from suppliers; (8) company and customer - directed cost reduction efforts and restructuring costs and savings and other consequences thereof; (9) new business and investment opportunities; (10) our ability to realize the intended benefits of organizational changes; (11) the anticipated benefits of diversification and balance of operations across product lines, regions and industries; (12) the outcome of legal proceedings, investigations and other contingencies; (13) pension plan assumptions and future contributions; (14) the impact of the negotiation of collective bargaining agreements and labor disputes; (15) the effect of changes in political conditions in the U.S. and other countries in which United Technologies and Rockwell Collins operate, including the effect of changes in U.S. trade policies or the U.K.'s pending withdrawal from the EU, on general market conditions, global trade policies and currency exchange rates in the near term and beyond; (16) the effect of changes in tax (including U.S. tax reform enacted on December 22, 2017, which is commonly referred to as the Tax Cuts and Jobs Act of 2017), environmental, regulatory (including among other things import / export) and other laws and regulations in the U.S. and other countries in which United Technologies and Rockwell Collins operate; (17) the ability of United Technologies and Rockwell Collins to receive the required regulatory approvals (and the risk that such approvals may result in the imposition of conditions that could adversely affect the combined company or the expected benefits of the merger) and to satisfy the other conditions to the closing of the pending acquisition on a timely basis or at all; (18) the occurrence of events that may give rise to a right of one or both of United Technologies or Rockwell Collins to terminate the merger agreement, including in circumstances that might require Rockwell Collins to pay a termination fee of $ 695 million to United Technologies or $ 50 million of expense reimbursement; (19) negative effects of the announcement or the completion of the merger on the market price of United Technologies» and / or Rockwell Collins» common stock and / or on their respective financial performance; (20) risks related to Rockwell Collins and United Technologies being restricted in their operation of their businesses while the merger agreement is in effect; (21) risks relating to the value of the United Technologies» shares to be issued in connection with the pending Rockwell acquisition, significant merger costs and / or unknown liabilities; (22) risks associated with third party contracts containing consent and / or other provisions that may be triggered by the Rockwell merger agreement; (23) risks associated with merger - related litigation or appraisal proceedings; and (24) the ability of United Technologies and Rockwell Collins, or the combined company, to retain and hire key personnel.

Patrick Proctor is vice president of operations at Stash Tea Co. in Portland, Ore., and is an experienced organizational development, HR and strategic business planning leader.

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»).

Norman Belding Macintosh has published widely in refereed and professional journals in a variety of disciplines including: accounting, organizational behaviour, strategic planning, and econometrics and his work is widely cited in various fields.

In between there's time spent recruiting, training, team building and doing all that a Starbucks district manager does, along with helping her children with school work and her own coursework (she's studying organizational leadership through the Starbucks College Achievement Plan).

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.

Michael «Dr. Woody» Woodward, PhD, is a CEC certified professional coach trained in industrial and organizational psychology and offers a two - hour self - paced course about proactive planning, self - insight, and more.

His daily organizational tool is truly a master piece in goal planning and achieving!

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.

Organizational and Separation Plan During the third quarter of 2014, the company incurred $ 3 million of costs in connection with its organizational and separation related efforts, of which $ 2 million was capitalized durinOrganizational and Separation Plan During the third quarter of 2014, the company incurred $ 3 million of costs in connection with its organizational and separation related efforts, of which $ 2 million was capitalized durinorganizational and separation related efforts, of which $ 2 million was capitalized during the quarter.

Following this rapid growth period, we anticipate that GFI will slow their expansion over the next year.9 They are planning to increase their fundraising capability primarily through strengthening their relationships with existing donors as well as identifying new potential groups of donors.10 They hope this will allow them to maintain sustained growth beyond the startup phase.11 Given additional funding, we do think that GFI is structured in such a way that they could continue to expand their organizational capacity across all departments; however, we think that it's possible they will continue to encounter some hiring issues (although not to the same extent as those seen in 2017).

The first meeting is a fly - in meeting for organizational leaders, planned for December 17th in light of the current crisis.

Once we begin to think of our faith in terms of largeness instead of largess; once we begin to think of our faith in terms of measurable success or significant achievements or community stature or statistically significant gains or business models or congregational models or appropriate budget processes or cash flow direction or generally accepted accounting practices or independent audits or administrative requirements or procedural transparency or proper leadership roles or managerial responsibilities and boundaries or membership trends or effective organizational structures or current and accurate and relevant identity / purpose / vision / mission statements or strategic and tactical plans or valid and useful performance metrics — at that point, we have become money changers and temple authorities, we have deformed from a community into an industry that requires exclusionary individualism.

We may look for signs in our tall steeples, in our organizational charts, or in our quadrennial plans, but if the sign of Jonah is lacking every other sign is in vain.

When they win the Super Bowl, business weeklies and psychology journals assign reporters to do in - depth studies on organizational planning and motivational techniques.

Support the school in developing a strategic plan for improving organizational functioning (decision making, communication, conflict resolution, etc...).

With years of experience in corporate training and management, Melany brings exceptional organizational and planning skills to coaching clients to help them achieve success.

«This group of leaders understands that finding ways to manage the personal stresses and strains of leadership is just as important and beneficial to their effectiveness as crafting a thoughtful strategic plan that's grounded in organizational needs.»

At the heart of this exploration phase is getting to know each other's organizational goals, strategies, people, partners and programs better in order to co-create a shared vision and work plan moving forward.

Provide technical assistance to support the development of organizational capacity in collaborating project teams to allow for scaling (e.g., development of a business plan, legal assistance with intellectual property issues and incorporation as a non-profit or for - profit entity, as indicated) and help resolving issues such as costing, packaging of programs to fit system needs, and identification of sustainable public or private sources of funding.

In addition, she has led the planning process for a new institute that will eventually serve as an organizational umbrella for faculty - led projects, programs, centers, and initiatives in various parts of Harvard having to do with K - 12 educatioIn addition, she has led the planning process for a new institute that will eventually serve as an organizational umbrella for faculty - led projects, programs, centers, and initiatives in various parts of Harvard having to do with K - 12 educatioin various parts of Harvard having to do with K - 12 education.

In a brief out this month, The State Innovator's Toolkit: A guide to successfully managing innovation under ESSA, my colleague Tom Arnett and I lay out what this organizational dynamic will mean for states enacting their ESSA plans in the coming yearIn a brief out this month, The State Innovator's Toolkit: A guide to successfully managing innovation under ESSA, my colleague Tom Arnett and I lay out what this organizational dynamic will mean for states enacting their ESSA plans in the coming yearin the coming years.

Having over 36 years of experience in the field of Education, Performance Improvement, Strategic Planning, Organizational Leadership, Educational Leadership, Administration and Quality Improvement.

When Rep. Bill Goodling, R - Pa., announced his agenda at an organizational meeting of the House education committee on Jan. 4, he outlined a plan of action that had been in the works since the midterm elections that made him the chairman.

According to the research, most Learning and Development professionals, 87 %, believe that business planning is a top priority for the profession, but only 47 % said they had the necessary skills in - house to achieve organizational change.

They were Principal Self - Rating on Shared Leadership Skills, Principal Self - Rating on Improvement Planning Focus, Principal Rating of District School Improvement Focus, Principal Rating of District Shared Leadership Skills, District Policies to Support Organizational Learning, and District Focus on Data - Based Decision Making (see Table C1.6.2 in Appendix C).

In this role role, Nick was responsible for growing and maintaining a network of school, district, state, and nonprofit / philanthropic leaders who are changing the way they work to serve students through better practices in planning, performance management, and organizational changIn this role role, Nick was responsible for growing and maintaining a network of school, district, state, and nonprofit / philanthropic leaders who are changing the way they work to serve students through better practices in planning, performance management, and organizational changin planning, performance management, and organizational change.

The Office of the Chief of Staff coordinates internal and external district - wide communications and strategic partnerships to increase transparency, support, and confidence in MPS; helps to identify, develop, engage, and integrate external resources and stakeholders to support schools, students and their families to increase student achievement; provides leadership, guidance, and consulting services for the District on strategic planning, performance management, and organizational process streamlining to improve operational effectiveness and efficiency, better inform future planning and budget formulation, and accountability.

Her work includes school, district, regional and statewide programs in leadership development, strategic planning, curriculum and assessment design, visioning, restructuring and organizational development.

This requires educators to re-think their own individualized methods of teaching these skills in favor of a larger organizational plan that will allow for a shared language, consistency, and the sequential building of skills across grade levels.

Early in her career, Ms. Gelinas was employed first by Accenture and then by BearingPoint, Inc., where she assisted clients in the change management process, including strategic and organizational planning, communications, and training development.

In the context of organizational change and continuous improvement, strategic planning can be organized in five phases at the school leveIn the context of organizational change and continuous improvement, strategic planning can be organized in five phases at the school levein five phases at the school level.

Moreover, decades of research in strategic planning — combined with research in organizational, group process, social, and other areas of psychology — have established a core set of successful principles, practices, and approaches.

She provides dynamic professional development in the areas of Organizational Leadership Development, The Principal Leadership Academy, The District Leadership Academy, Leaders Developing Leaders seminars, Data Driven Decision Making, Data Teams, Data Teams for Leaders, Accountability Planning and System Development, Power Strategies for Effective Teaching, Writing to Learn, Response to Intervention, Leadership Coaching and Development, Principal and Leaders Evaluation Frameworks, and Common Core.

Superior organizational skills in time management, planning, scheduling, coordinating resources, meeting deadlines

According to the 2012 Department of Education renewal protocol, charter schools are reviewed for approval in four key areas: academics, organizational framework, fiscal viability and five - year planning.

Vega, a dedicated public servant, has over a decade of experience in international and domestic affairs and significant expertise in organizational and strategic planning, policy development, and resource mobilization and allocation.

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.

In that role, Dr. Mone worked with the campus» senior leadership, governance groups, and all stakeholders to develop UWM's 2020 strategic plan, and campus - level programs to improve the organizational climate.

In this role she collects, manages, and analyzes data as part of organizational - wide evaluation plans.

In addition, the site visit team reviewed various documents provided by each district, including organizational charts, job descriptions, personnel evaluation forms, meeting agendas, classroom observation rubrics, school improvement plans, and other materials.

In this role, Jennifer oversaw the transition planning process and helped ensure that the superintendent's goals were articulated through policy and organizational development at the California Department of Education.

CTAC helped the district involve more than 9,200 parents in school reform, and trained principals, school leadership teams and central administrative staff on organizational assessment, analyzing data, and school - based planning.

The board may give priority to applicants that have demonstrated broad community support, an innovative educational plan, a demonstrated commitment to assisting the district in which it is located in bringing about educational change and a record of operating at least 1 school or similar program that demonstrates academic success and organizational viability and serves student populations similar to those the proposed school seeks to serve.

Outcomes also include marked strengthening of district capacities in data, research, instructional support, organizational development, professional development, fundraising and corporate involvement, as well as extensive improvements in teaching and learning conditions, organizational support and alignment, school planning, and human resource practices.

Kerry worked at San Diego City Schools for several years in various positions where she was responsible for strategic planning, organizational development and the authorization and oversight of the district's charter schools.