Sentences with phrase «on organizational outcomes»

The REBGV's chief operating officer since 1991, Scott «pushed forward thinking governance in associations, to have directors focus on organizational outcomes and not on the staff tactics to achieve them... He always asks the question, «Just because we do it this way and everyone is happy, can we do it better or should we strive to do it better?

The results suggest a need for understanding organizational responses to injuries, employee perceptions of injury response, and the impact of both on organizational outcomes.

Researching the potential direct moderating effect of virtuousness on organizational outcomes

A recent Gallup survey showed not even the poor economy has impacted the relative importance of engagement on organizational outcomes.

Research of this sort also shows that the influence of leadership on organizational outcomes arises from the behaviors of these various people acting as leaders in either an «additive» or «holistic» manner (Gronn, 2009.

The first of these (Follett, 1924) essentially advocated leadership through expert rather than positional power, whereas the second (Bowers & Seashore, 1966) provided evidence that peer sources of leadership in large organizations could have significant effects on organizational outcomes.

Much less attention has been given to the relationship between contexts and the practice of education leaders.140 From the perspective of research design, contexts can be conceptualized as antecedents of leadership practices; they also can be conceptualized as mediators and moderators of leadership effects on organizational outcomes.

Not exact matches

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.

The success of the value proposition process starts with organizational commitment to the outcome and is dependent on process rigor and functional expertise.

A community of practice can include a cross organizational and cross industry collaborative working environment that offers feedback, support, and input and advice to members based on personal experiences and new learning outcomes.

In Kelly School, which is discussed in the book, these characteristics were built through a set of interrelated organizational routines including close monitoring of each student's academic progress, an explicit link between students» outcomes and teachers» practices, weekly 90 - minute professional development meetings focused on instructional improvement, and the cultivation of a formal and informal discourse emphasizing high expectations, cultural responsiveness, and teachers» responsibility for student learning.

Then, according to city officials, the multiple layers of academic supports included as part of the Renewal Schools plan, including professional development, on - site academic intervention specialists potential, and leadership and organizational changes, will help address outcomes.

According to Chen & Bliese (2002), most organizational research has focused on the outcomes of efficacy beliefs, with much less attention to their antecedents.

His areas of research include the impacts of organizational resources on teachers» participation in professional learning, professional development activities on teacher outcomes and student achievement,... More»

Her research (funded by the U.S. Department of Education) on the proficiency of their district - and school - level integrated management systems was used to provide recommendations to the districts and compared with student achievement outcomes and organizational values.

Her research interests include how to measure and grow effective school leadership, understanding teacher mobility from an organizational perspective, the antecedents and effects of school climate and safety for both students and school staff, and the effect of student course taking in high school on students» short and long term outcomes.

The organizational mission is to «dramatically improve learning outcomes for all children in the U.S., with a special focus on students who are not served well.»

This analysis by Marguerite Roza published by Education Next in summer 2009 examines ways in which per - pupil spending in high schools varies by subject and course level, and demonstrates how isolating spending on discrete services can 1) identify the relationships between priorities, current spending, and outcomes; 2) clarify both relative spending on discrete services and the organizational practices that influence how resources are deployed; and 3) establish the current cost of providing high school services as a necessary precursor to identifying whether there are better ways to provide some services.

He goes on to propose a new model for school accountability based on both outcomes and operations, which includes the following pillars: 1) student learning; 2) opportunity to learn; 3) responsiveness to students, parents, and community; and 4) organizational capacity.

Identify trends to evaluate the impact of workflow implementations on clinical outcome and organizational performance

Lessons Learned: PIP Development [Teleconference] National Child Welfare Resource Center for Organizational Improvement & Federal Child and Family Services Review Team (2008) Highlights approaches that have helped agencies develop and implement comprehensive PIPs that involve critical stakeholders and focus on key systemic factors for improving child and family outcomes.

Research shows that improving organizational climates in child welfare agencies may enhance outcomes for the children, youth, and families they serve.3 To provide a more holistic view of wellness, this section offers information, materials, and tools for supporting and promoting the behavioral health and wellness of children and families involved with child welfare, in addition to resources on worker and organizational wellness.

Taking Effective Treatments to Scale: Organizational Effects on Outcomes of Multisystemic Therapy for Youths with Co-Occurring Substance Use Schoenwald, Chapman, Henry, & Sheidow (2012) Journal of Child and Adolescent Substance Abuse, 21 (1) View Abstract Examines organizational climate and structure effects on the behavior and functioning of delinquent youths with and without co-occurring substance use that is treated with an evidence - based treatment (EBT) for serious antisoOrganizational Effects on Outcomes of Multisystemic Therapy for Youths with Co-Occurring Substance Use Schoenwald, Chapman, Henry, & Sheidow (2012) Journal of Child and Adolescent Substance Abuse, 21 (1) View Abstract Examines organizational climate and structure effects on the behavior and functioning of delinquent youths with and without co-occurring substance use that is treated with an evidence - based treatment (EBT) for serious antisoorganizational climate and structure effects on the behavior and functioning of delinquent youths with and without co-occurring substance use that is treated with an evidence - based treatment (EBT) for serious antisocial behavior.

Technical assistance in the form of clinical consultation, BSFT measures for assessing outcomes, and organizational considerations can be obtained on an as - needed basis.

Goals include enhancing community awareness about the presence and effects of trauma on young children; increasing organizational readiness and delivery of trauma - informed practices; identifying appropriate clinical treatments for children and families who have suffered complex trauma; and improving child and family outcomes.