Sentences with phrase «management changes associated»

This working paper found that leadership and management changes associated with the school - restructuring NCLB sanction showed the strongest positive effects on student achievement, as measured by school - and student - level data.

However, leadership and management changes associated with school restructuring — one of the most onerous sanctions for schools that chronically failed to meet AYP — yielded the most positive impact from schools.

Not exact matches

But he decided to bring in an outside management consultant, Judy Issokson of Issokson & Associates, to help him lead the process of changing Xirrus's culture.

These risks include, in no particular order, the following: the trends toward more high - definition, on - demand and anytime, anywhere video will not continue to develop at its current pace or will expire; the possibility that our products will not generate sales that are commensurate with our expectations or that our cost of revenue or operating expenses may exceed our expectations; the mix of products and services sold in various geographies and the effect it has on gross margins; delays or decreases in capital spending in the cable, satellite, telco, broadcast and media industries; customer concentration and consolidation; the impact of general economic conditions on our sales and operations; our ability to develop new and enhanced products in a timely manner and market acceptance of our new or existing products; losses of one or more key customers; risks associated with our international operations; exchange rate fluctuations of the currencies in which we conduct business; risks associated with our CableOS ™ and VOS ™ product solutions; dependence on market acceptance of various types of broadband services, on the adoption of new broadband technologies and on broadband industry trends; inventory management; the lack of timely availability of parts or raw materials necessary to produce our products; the impact of increases in the prices of raw materials and oil; the effect of competition, on both revenue and gross margins; difficulties associated with rapid technological changes in our markets; risks associated with unpredictable sales cycles; our dependence on contract manufacturers and sole or limited source suppliers; and the effect on our business of natural disasters.

Such risks and uncertainties include, but are not limited to: our ability to achieve our financial, strategic and operational plans or initiatives; our ability to predict and manage medical costs and price effectively and develop and maintain good relationships with physicians, hospitals and other health care providers; the impact of modifications to our operations and processes; our ability to identify potential strategic acquisitions or transactions and realize the expected benefits of such transactions, including with respect to the Merger; the substantial level of government regulation over our business and the potential effects of new laws or regulations or changes in existing laws or regulations; the outcome of litigation, regulatory audits, investigations, actions and / or guaranty fund assessments; uncertainties surrounding participation in government - sponsored programs such as Medicare; the effectiveness and security of our information technology and other business systems; unfavorable industry, economic or political conditions, including foreign currency movements; acts of war, terrorism, natural disasters or pandemics; our ability to obtain shareholder or regulatory approvals required for the Merger or the requirement to accept conditions that could reduce the anticipated benefits of the Merger as a condition to obtaining regulatory approvals; a longer time than anticipated to consummate the proposed Merger; problems regarding the successful integration of the businesses of Express Scripts and Cigna; unexpected costs regarding the proposed Merger; diversion of management's attention from ongoing business operations and opportunities during the pendency of the Merger; potential litigation associated with the proposed Merger; the ability to retain key personnel; the availability of financing, including relating to the proposed Merger; effects on the businesses as a result of uncertainty surrounding the proposed Merger; as well as more specific risks and uncertainties discussed in our most recent report on Form 10 - K and subsequent reports on Forms 10 - Q and 8 - K available on the Investor Relations section of www.cigna.com as well as on Express Scripts» most recent report on Form 10 - K and subsequent reports on Forms 10 - Q and 8 - K available on the Investor Relations section of www.express-scripts.com.

In a radical change (in response to financial pressures), Semco significantly cut management layers to only retain three: corporate (counsellors) and two operating levels in manufacturing (partners and associates).

BlackBerry's ability to manage inventory and asset risk; BlackBerry's reliance on suppliers of functional components for its products and risks relating to its supply chain; BlackBerry's ability to obtain rights to use software or components supplied by third parties; BlackBerry's ability to successfully maintain and enhance its brand; risks related to government regulations, including regulations relating to encryption technology; BlackBerry's ability to continue to adapt to recent board and management changes and headcount reductions; reliance on strategic alliances with third - party network infrastructure developers, software platform vendors and service platform vendors; BlackBerry's reliance on third - party manufacturers; potential defects and vulnerabilities in BlackBerry's products; risks related to litigation, including litigation claims arising from BlackBerry's practice of providing forward - looking guidance; potential charges relating to the impairment of intangible assets recorded on BlackBerry's balance sheet; risks as a result of actions of activist shareholders; government regulation of wireless spectrum and radio frequencies; risks related to economic and geopolitical conditions; risks associated with acquisitions; foreign exchange risks; and difficulties in forecasting BlackBerry's financial results given the rapid technological changes, evolving industry standards, intense competition and short product life cycles that characterize the wireless communications industry, and the company's previously disclosed review of strategic alternatives.

Important factors that may affect the Company's business and operations and that may cause actual results to differ materially from those in the forward - looking statements include, but are not limited to, operating in a highly competitive industry; changes in the retail landscape or the loss of key retail customers; the Company's ability to maintain, extend and expand its reputation and brand image; the impacts of the Company's international operations; the Company's ability to leverage its brand value; the Company's ability to predict, identify and interpret changes in consumer preferences and demand; the Company's ability to drive revenue growth in its key product categories, increase its market share, or add products; an impairment of the carrying value of goodwill or other indefinite - lived intangible assets; volatility in commodity, energy and other input costs; changes in the Company's management team or other key personnel; the Company's ability to realize the anticipated benefits from its cost savings initiatives; changes in relationships with significant customers and suppliers; the execution of the Company's international expansion strategy; tax law changes or interpretations; legal claims or other regulatory enforcement actions; product recalls or product liability claims; unanticipated business disruptions; the Company's ability to complete or realize the benefits from potential and completed acquisitions, alliances, divestitures or joint ventures; economic and political conditions in the United States and in various other nations in which we operate; the volatility of capital markets; increased pension, labor and people - related expenses; volatility in the market value of all or a portion of the derivatives we use; exchange rate fluctuations; risks associated with information technology and systems, including service interruptions, misappropriation of data or breaches of security; the Company's ability to protect intellectual property rights; impacts of natural events in the locations in which we or the Company's customers, suppliers or regulators operate; the Company's indebtedness and ability to pay such indebtedness; the Company's ownership structure; the impact of future sales of its common stock in the public markets; the Company's ability to continue to pay a regular dividend; changes in laws and regulations; restatements of the Company's consolidated financial statements; and other factors.

Important factors that may affect the Company's business and operations and that may cause actual results to differ materially from those in the forward - looking statements include, but are not limited to, increased competition; the Company's ability to maintain, extend and expand its reputation and brand image; the Company's ability to differentiate its products from other brands; the consolidation of retail customers; the Company's ability to predict, identify and interpret changes in consumer preferences and demand; the Company's ability to drive revenue growth in its key product categories, increase its market share or add products; an impairment of the carrying value of goodwill or other indefinite - lived intangible assets; volatility in commodity, energy and other input costs; changes in the Company's management team or other key personnel; the Company's inability to realize the anticipated benefits from the Company's cost savings initiatives; changes in relationships with significant customers and suppliers; execution of the Company's international expansion strategy; changes in laws and regulations; legal claims or other regulatory enforcement actions; product recalls or product liability claims; unanticipated business disruptions; failure to successfully integrate the business and operations of the Company in the expected time frame; the Company's ability to complete or realize the benefits from potential and completed acquisitions, alliances, divestitures or joint ventures; economic and political conditions in the nations in which the Company operates; the volatility of capital markets; increased pension, labor and people - related expenses; volatility in the market value of all or a portion of the derivatives that the Company uses; exchange rate fluctuations; risks associated with information technology and systems, including service interruptions, misappropriation of data or breaches of security; the Company's inability to protect intellectual property rights; impacts of natural events in the locations in which the Company or its customers, suppliers or regulators operate; the Company's indebtedness and ability to pay such indebtedness; tax law changes or interpretations; and other factors.

Many factors could cause BlackBerry's actual results, performance or achievements to differ materially from those expressed or implied by the forward - looking statements, including, without limitation: BlackBerry's ability to enhance its current products and services, or develop new products and services in a timely manner or at competitive prices, including risks related to new product introductions; risks related to BlackBerry's ability to mitigate the impact of the anticipated decline in BlackBerry's infrastructure access fees on its consolidated revenue by developing an integrated services and software offering; intense competition, rapid change and significant strategic alliances within BlackBerry's industry; BlackBerry's reliance on carrier partners and distributors; risks associated with BlackBerry's foreign operations, including risks related to recent political and economic developments in Venezuela and the impact of foreign currency restrictions; risks relating to network disruptions and other business interruptions, including costs, potential liabilities, lost revenues and reputational damage associated with service interruptions; risks related to BlackBerry's ability to implement and to realize the anticipated benefits of its CORE program; BlackBerry's ability to maintain or increase its cash balance; security risks; BlackBerry's ability to attract and retain key personnel; risks related to intellectual property rights; BlackBerry's ability to expand and manage BlackBerry ® World ™; risks related to the collection, storage, transmission, use and disclosure of confidential and personal information; BlackBerry's ability to manage inventory and asset risk; BlackBerry's reliance on suppliers of functional components for its products and risks relating to its supply chain; BlackBerry's ability to obtain rights to use software or components supplied by third parties; BlackBerry's ability to successfully maintain and enhance its brand; risks related to government regulations, including regulations relating to encryption technology; BlackBerry's ability to continue to adapt to recent board and management changes and headcount reductions; reliance on strategic alliances with third - party network infrastructure developers, software platform vendors and service platform vendors; BlackBerry's reliance on third - party manufacturers; potential defects and vulnerabilities in BlackBerry's products; risks related to litigation, including litigation claims arising from BlackBerry's practice of providing forward - looking guidance; potential charges relating to the impairment of intangible assets recorded on BlackBerry's balance sheet; risks as a result of actions of activist shareholders; government regulation of wireless spectrum and radio frequencies; risks related to economic and geopolitical conditions; risks associated with acquisitions; foreign exchange risks; and difficulties in forecasting BlackBerry's financial results given the rapid technological changes, evolving industry standards, intense competition and short product life cycles that characterize the wireless communications industry.

The primary drivers of the increase in accrued expenses were $ 9.4 million due to our change from a quarterly management bonus plan to an annual bonus plan and $ 8.2 million due to the timing of interest payments as well as increases in a variety of other accrued expenses associated with the overall growth in our business.

With these changes, current and future ownership of our firm will remain with our associates and management, ensuring our independence.

Examples of these risks, uncertainties and other factors include, but are not limited to the impact of: adverse general economic and related factors, such as fluctuating or increasing levels of unemployment, underemployment and the volatility of fuel prices, declines in the securities and real estate markets, and perceptions of these conditions that decrease the level of disposable income of consumers or consumer confidence; adverse events impacting the security of travel, such as terrorist acts, armed conflict and threats thereof, acts of piracy, and other international events; the risks and increased costs associated with operating internationally; our expansion into and investments in new markets; breaches in data security or other disturbances to our information technology and other networks; the spread of epidemics and viral outbreaks; adverse incidents involving cruise ships; changes in fuel prices and / or other cruise operating costs; any impairment of our tradenames or goodwill; our hedging strategies; our inability to obtain adequate insurance coverage; our substantial indebtedness, including the ability to raise additional capital to fund our operations, and to generate the necessary amount of cash to service our existing debt; restrictions in the agreements governing our indebtedness that limit our flexibility in operating our business; the significant portion of our assets pledged as collateral under our existing debt agreements and the ability of our creditors to accelerate the repayment of our indebtedness; volatility and disruptions in the global credit and financial markets, which may adversely affect our ability to borrow and could increase our counterparty credit risks, including those under our credit facilities, derivatives, contingent obligations, insurance contracts and new ship progress payment guarantees; fluctuations in foreign currency exchange rates; overcapacity in key markets or globally; our inability to recruit or retain qualified personnel or the loss of key personnel; future changes relating to how external distribution channels sell and market our cruises; our reliance on third parties to provide hotel management services to certain ships and certain other services; delays in our shipbuilding program and ship repairs, maintenance and refurbishments; future increases in the price of, or major changes or reduction in, commercial airline services; seasonal variations in passenger fare rates and occupancy levels at different times of the year; our ability to keep pace with developments in technology; amendments to our collective bargaining agreements for crew members and other employee relation issues; the continued availability of attractive port destinations; pending or threatened litigation, investigations and enforcement actions; changes involving the tax and environmental regulatory regimes in which we operate; and other factors set forth under «Risk Factors» in our most recently filed Annual Report on Form 10 - K and subsequent filings by the Company with the Securities and Exchange Commission.

«This research shows how technology can be used to dramatically change the way preventive services are delivered and improve preventative health care,» says senior author Grant M. Greenberg, M.D., M.H.S.A., M.A., assistant professor and associate chair for information management and quality at the Department of Family Medicine at the U-M Medical School and member of the U-M Institute for Healthcare Policy and Innovation.

In a paper published in the current Journal of Political Economy, Bård Harstad, an associate professor of managerial economics and decision sciences at Northwestern's Kellogg School of Management, argues that the most effective strategies to combat climate change do not focus on demand - side solutions such as carbon taxes or emission caps.

In a study that included children and young adults with relapsed or refractory cancer, incorporation of integrative clinical genomic sequencing data into clinical management was feasible, revealed potentially actionable findings in nearly half of the patients, and was associated with change in treatment and family genetics counseling for a small proportion of patients, according to a study in the September 1 issue of JAMA.

Dr Sue Ward, the Senior Research Associate for the project at Lancaster University, said: «Peat is one of the earth's most important stores of carbon, but one of the most vulnerable to changes in climate and changes in vegetation caused by both climate and land management.

«We hope that this study will highlight the marine species that are most in need of management and conservation actions under climate change,» said William Cheung, associate professor in the Institute for the Oceans and Fisheries and director of science for the Nippon Foundation — UBC Nereus Program.

But there is growing evidence that pressures on water resources associated with poor management, increasing populations, and human - caused climate changes are now influencing regional security in new and disturbing ways.

[4] When HR professionals demonstrate competencies in business knowledge, delivery of HR, and management of change, then HR professionals are perceived by their associates as more effective.

The last - minute changes to the legislation come at a time when one prominent Wilmington - based charter school operator, Baker A. Mitchell, Jr., has been fighting media requests for months that have asked him to fully disclose the salaries of all employees associated with his charter schools — teachers as well as employees of his for - profit education management company, Roger Bacon Academy.

The change comes at a time when one prominent Wilmington - based charter school operator, Baker A. Mitchell Jr., has been fighting media requests for months that have asked him to fully disclose the salaries of all employees associated with his charter schools — teachers as well as those who work for his for - profit education management organization (EMO), Roger Bacon Academy.

Strategic changes and technical changes which are associated to change management are, therefore, significant for consideration when a scholarly individual looks for change management help for MBA students.

According to data from Greenwich Associates presented in testimony to the House Committee on Financial Services (Harold Bradley of American Century Management, March 12, 2003), mutual funds pay an average of between 5.1 and 5.5 cents per share in commissions to make securities transactions - a rate that has not changed significantly in the past decade.

A debt management program is designed to eliminate debt by educating the consumer to change their spending habits and working with creditors to reduce the interest rate and fees associated with the debt.

Insurance companies are actively planning for interest rate changes that will significantly impact the management of investment portfolios, Cerulli Associates finds in a new survey.

A Grim Past «Even though it is Florida's fourth - largest county,» explains Francis Hamilton, Associate Professor of Management at Eckerd College, in his 2010 paper describing «the development and ongoing process of a social change effort and collaboration» in Hillsborough County, «it has euthanized more animals than any other county in the state.»

«Many cats with severe hypertensive ocular damage present with blindness and bilateral mydriasis resulting from complete retinal detachments and / or intraocular haemorrhage; the changes are often irreversible... Lesions that are not associated with an impaired menace response or pupillary light deficits... are much more amenable to anti-hypertensive treatment... highlighting the importance of early diagnosis and management.

Behavioral changes associated with spaying and neutering and the supplemental and sporadic feeding of feral cat colonies under TNR «management» has been shown to attract stray cats and lead to the increased abandonment of pets by irresponsible owners.

It also has one new sub-category: Changes in mineral soil carbon stocks, which allows for the inclusion of three potential sources of CO2 emissions from agricultural soils (net changes in organic carbon stocks of mineral soil associated with changes in land use and management, emissions from cultivated organic soils and emissions from liming of agricultural Changes in mineral soil carbon stocks, which allows for the inclusion of three potential sources of CO2 emissions from agricultural soils (net changes in organic carbon stocks of mineral soil associated with changes in land use and management, emissions from cultivated organic soils and emissions from liming of agricultural changes in organic carbon stocks of mineral soil associated with changes in land use and management, emissions from cultivated organic soils and emissions from liming of agricultural changes in land use and management, emissions from cultivated organic soils and emissions from liming of agricultural soils).

• The effects of management strategies on climate, ecosystem services, and the resilience of ecosystems to climate change; field experiments and models designed to learn about coupled human - and environmental systems and to test different management interventions • The valuation of ecosystem services, including the economic or other costs associated with impacts of climate and other environmental changes • Adaptive approaches and institutional and governance mechanisms for addressing the regulatory aspects of special status species management

The greatest fire management challenges lie in addressing simultaneously the threat to human well - being posed by fires, particularly at the wildland - urban interface; the uncertainties associated with various fire - related land - management practices, such as thinning and controlled burns; and the complicating factor of climate change.

«Given the uncertainties associated with climate change and the unintended consequences of management, it isn't easy to identify a single best solution,» the researchers said of these regions.

«I've learned a lot through the process, and it has changed how I look at a business or try to solve a problem,» said Silvester, whose focus is supply chain management and agriculture associated with the fibers that become fabric.

Thawing permafrost also delivers organic - rich soils to lake bottoms, where decomposition in the absence of oxygen releases additional methane.116 Extensive wildfires also release carbon that contributes to climate warming.107, 117,118 The capacity of the Yukon River Basin in Alaska and adjacent Canada to store carbon has been substantially weakened since the 1960s by the combination of warming and thawing of permafrost and by increased wildfire.119 Expansion of tall shrubs and trees into tundra makes the surface darker and rougher, increasing absorption of the sun's energy and further contributing to warming.120 This warming is likely stronger than the potential cooling effects of increased carbon dioxide uptake associated with tree and shrub expansion.121 The shorter snow - covered seasons in Alaska further increase energy absorption by the land surface, an effect only slightly offset by the reduced energy absorption of highly reflective post-fire snow - covered landscapes.121 This spectrum of changes in Alaskan and other high - latitude terrestrial ecosystems jeopardizes efforts by society to use ecosystem carbon management to offset fossil fuel emissions.94, 95,96

Many negotiators tell Ecosystem Marketplace that REDD itself is no longer a contentious issue, but that things get hairy when they try to digest the decision made in Bali to expand the land - use debate from REDD alone into broader issues of «conservation, sustainable management of forests, changes in forest cover and associated carbon stocks and greenhouse gas emissions and the enhancement of forest carbon stocks to enhance action on mitigation of climate change and to the consideration of reference levels.»

While sustainability is stereotypically associated with feel - good marketing or philanthropic endeavors, viewing natural capital through the lens of risk management changes the potential value proposition for skeptical business leaders.

Costs are defined in a variety of ways and under a variety of assumptions that affect their value ► Cost types include: ► administrative costs of planning, management, monitoring, audits, accounting, reporting, clerical activities, etc. associated with a project or program; ► damage costs to ecosystems, economies and people due to negative effects from climate change; ► implementation costs of changing existing rules and regulation, capacity building efforts, information, training and education, etc. to put a policy into place; ► private costs are carried by individuals, companies or other private entities that undertake the action, where ► social costs include additionally the external costs on the environment and on society as a whole.

Joined by Dr. Mark Trexler, an advocate for climate change risk management, and Dr. Michael Wara, providing a legal perspective as an associate professor at Stanford Law School, Craig made it clear that it was impossible to offset Keystone XL's climate consequences.

The Climate Change and Carbon Management Blog focuses on rapidly emerging issues associated with greenhouse gas emissions.

In this issue of Management Solutions, we examine how law firms can improve their ability to retain the best associates by changing the way lawyers» work and careers are structured.

The costs associated with this final rule involve, for each provision, consideration of both the degree to which covered entities must modify their existing records management systems and privacy policies under the final rule, and the extent to which there is a change in behavior by both patients and the covered entities as a result of the final rule.

As I wrote a few years ago when I first tackled the role of procurement: «A law firm that can demonstrate its prowess in managing to a budget through effective project management, that keeps the client fully informed of any changes to expectations, that staffs appropriately and doesn't «overwork» matters or expect clients to subsidize young associate training, is in a better position to present clear, quantifiable evidence of its higher rates.»

Resourcing Associates is a recruitment agency that specialises in placing all levels of recruitment professionals: If you are an experienced recruitment professional looking for advice and guidance about the recruitment market, please feel free to submit your details for an open conversation Resourcing Associates typically place recruitment professionals in to the following positions: I.T. Recruitment, Technology Recruitment, Digital Recruitment, Cyber Recruitment, InfoSec Recruitment, SAP Recruitment, Media Recruitment, Marketing Recruitment, Finance Recruitment, Accountancy Recruitment, Procurement Recruitment, Supply Chain Recruitment, HR Recruitment, Legal Recruitment, Legal Recruitment, Paralegal Recruitment, Investment Banking Recruitment, Public Sector Recruitment, Business support Recruitment, Office Support Recruitment Pharmaceutical Recruitment, Management Recruitment, C - Level Recruitment, Board Recruitment, Executive Recruitment, Banking Recruitment, Transformation, Recruitment Change Management Recruitment, Insurance Recruitment, Account Manager Recruitment Consultant, Senior recruitment Consultant, Principal consultant, Managing Consultant Recruitment Team Leader, Recruitment Manager, Recruitment Director, Associate Director, Business Development Director, Account Manager Please note we are only able to respond to Candidates who have Recruitment Agency experience.

Speaking with Hays, Charmi Patel, Associate Professor in International Human Resource Management at Henley Business School, told us that «there has been a massive change from traditional performance appraisal systems to new strategic performance managemeManagement at Henley Business School, told us that «there has been a massive change from traditional performance appraisal systems to new strategic performance managementmanagement.»

A leading recruitment specialist with over 30 years» experience and expertise gained in IT and Change management, PAW Associates provides permanent, contract and interim staff in this specialist market.

Resourcing Associates is a recruitment agency that specialises in placing all levels of recruitment professionals: If you are an experienced recruitment professional looking for advice and guidance about the recruitment market, please feel free to submit your details for an open conversation Resourcing Associates typically place recruitment professionals in to the following positions: I.T. Recruitment, Technology Recruitment, Digital Recruitment, Cyber Recruitment, InfoSec Recruitment, SAP Recruitment, Media Recruitment, Marketing Recruitment, Finance Recruitment, Accountancy Recruitment, Procurement Recruitment, Supply Chain Recruitment, HR Recruitment, Education Recruitment, Legal Recruitment, Paralegal Recruitment, Investment Banking Recruitment, Public Sector Recruitment, Business support Recruitment, Office Support Recruitment Pharmaceutical Recruitment, Management Recruitment, C - Level Recruitment, Board Recruitment, Executive Recruitment, Banking Recruitment, Transformation, Recruitment Change Management Recruitment, Insurance Recruitment,.

Early Career: 1995 to 2000: Associate — Questor Management Company, LLC Analyzed and provided financing alternatives for highly leveraged mergers / acquisitions, leveraged buy - outs and change of control transactions for the following: 1999 to 2000: Acting Chief Financial Officer — Dermpath / PathSOURCE 1996 to 1996: Acting Chief Financial Officer / President — Schwinn Cycling & Fitness

Tags for this Online Resume: Data Conversion, Desktop Computer, Documentation, Infrastructure, Project Coordinator, User Administration, Agile, Change Management, Cisco, Cisco Certified Network Associate

I am looking for a position of retail customer service, to leverage my effective skills of customer management and retailing industry expertise for bringing new changes for the organization I am associated to.