Sentences with phrase «organizational change in»

Dennis will discuss mechanisms for organizational change in service of enhancing culturally - safe care.

HY RESNICK Resnick, H. (1988) Managing organizational change in youth care agencies.

With thirteen years leading organizational change in Fortune 250 companies, she continues to design and deliver workshops to help businesses, churches and schools develop creative resources for leadership.

The EdD is a doctorate - level program for current and emerging leaders who wish to lead organizational change in schools and other organizations.

Informal, unplanned collaborations can play a big role in developing trust and relationships and help build capacity and organizational change in Birth - 3d learning efforts.

And he is writing his doctoral dissertation on the role of literacy coaches in creating organizational change in middle and high schools.

Two years ago, PELP, a collaborative project between faculty at Harvard Business School and Harvard Graduate School of Education that focuses on developing effective leadership and management practices to support large - scale organizational change in urban school districts, began the Case Competition where teams of Harvard University students present...

But I've realized that, to make a deep and lasting organizational change in school districts, you can't do it in two years.

Two years ago, PELP, a collaborative project between faculty at Harvard Business School and Harvard Graduate School of Education that focuses on developing effective leadership and management practices to support large - scale organizational change in urban school districts, began the Case Competition where teams of Harvard University students present recommendations for a school district to a panel of faculty judges.

Previous research has shown that during puberty these hormones cause dramatic structural and organizational changes in the brain.

Instead, he saw all parties as responding to massive social, political, and organizational changes in the larger society.

Implemented two major organizational changes in U.S. Air force and human resources management administration.

Not exact matches

Stevenson graduated from New York University with a Bachelor of Arts degree in organizational behavior and change.

At very least, schools would do well to heed Narvekar's admission, in a letter announcing the changes, that Harvard felt the need to reduce its organizational «complexity.»

In my company's culture change process, clients begin by formalizing their team's organizational constitution (purpose, values and behaviors, strategies, and goals).

In addition, organizational philosophies have undergone change.

So too is ensuring overall organizational integrity and engaging in serious organizational change (such as in the wake of a bribery scandal, for instance).

«A cascade of changing business conditions, changing organizational structures, and changing leadership has been forcing human resource departments to alter their perspectives on their role and function almost overnight,» wrote John Johnston in Business Quarterly.

He now pitches himself to companies in transition — like the major law firm where he works today — and has a more fulfilling career managing organizational change.

Business definition of transformation in an organizational context as «a process of profound and radical change that orients an organization in a new direction and takes it to an entirely different level of effectiveness.»

Take a step back instead to see if there might be a silver lining in the form of a big organizational change you probably needed to do to avoid the crisis in the first place.

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.

Patti Johnson is a career and workplace expert and the CEO of PeopleResults, a change and organizational development - consulting firm in Irving, Texas.

«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.

And while organizational change doesn't need to happen in such rapid succession as in urban combat for example, adaptability is key for success.

I address this topic thoroughly in my new book, TakingPoint, which is about leading organizational transformation and the role culture plays in successfully leading change.

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»).

In their book «Change the Culture, Change the Game» Roger Connors and Tom Smith provide tools for improving organizational culture to drive better results.

McGuinness assured attendees that in times of organizational change, marketing should be under tension from finance and law.

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

A number of factors had contributed to the mess we were in, chief among them an overly ambitious organizational transformation in which we tried to change too much too fast and which distracted us from running the everyday business with excellence.

To move that kind of big money, Harris began an organizational expansion of the foundation when she took over in 2010, building an outfit that has gone beyond Bloomberg's core interests of global public health and climate change to tackle new issues, like overfishing.

Settle brings more than 25 years of experience in managing technical innovation, global business unit performance and organizational change.

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.

Inspired by his time as a Navy SEAL and building award - winning organizations in the business world, Brent Gleeson has created a powerful roadmap for today's existing and emerging business leaders and managers to improve their ability to successfully navigate organizational change.

The report highlights the Liberal government's spending of roughly $ 66 million on ever - changing organizational direction in the Ministry of Children and Family Development while basic services for Aboriginal children and families have foundered.

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.»

It's still new territory for organizations of all stripes in lots of ways, and making flexible options work may take a different approach that's supported at the top levels and is open to cultural change within the organizational structure.

Social Buyerology is in part defined by the process of organizational listening to the behavioral changes, the degrees of social interactions, and the insights revealed about the social buyer persona of today.

The present book looks at the organizational dimension of the Presbyterian (and mainline) «predicament» in twelve essays, dealing with denominational structures; financial changes; women's, men's, and special - interest groups; and in two provocative concluding essays, some speculative conclusions about where the changes have brought us.

A key organizational reason for the change is that it is no longer necessary to have everyone located in one central place because connections (as well as communication) within the organization are facilitated by technology — computers, fax machines, and wireless telephony, for example.

And the third observation is that at all organizational levels of the church there will be found people interested In and capable of working effectively for change.

Besides, the organizational logic of the change in style is dubious at best.

«We have made a few organizational changes last year in order to have better execution in the marketplace,» Illy says.

With the addition of this new senior role, along with other organizational changes, Disaronno International is building a larger footprint in the United States.

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

If we start this season without either extending Sanchez's contract or selling and replacing him with a SUITABLE alternative (S) 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... if nothing is resolved and we lose him for free, then try to find a replacement in the much inflated marketplace, this would be typical of the half - baked decision - making that has plagued this team for a number of years... this is what I call the «no man's land» of the soccer world, where teams that don't develop or recruit enough talented young players tend to lose the plot from an organizational standpoint

His research interests are in health policy, organizational change, health behavior during developmental transitions, influence of sports participation on health, social determinants of health, program evaluation, prevention of alcohol attributable harm, physical activity promotion, obesity prevention, and motor vehicle safety.

But John Bode, an attorney for the National Food Processors Association, an industry group, said, «There is absolutely no evidence that a change in organizational structure would result in safer food.»

It is the only baby changing bag on the market, which has the 3 in 1 organizational system this is due to it was designed to be a modern diaper bag for all mothers.