Sentences with phrase «organizational factors in»

Margaret Bell; Community - based parenting programmes: an exploration of the interplay between environmental and organizational factors in a Webster Stratton project, The British Journal of Social Work, Volume 37, Issue 1, 1 January 2007, Pages 55 — 72, https://doi.org/10.1093/bjsw/bch283

Social organizational factors in learning to read: The balance of rights hypothesis.

Paté - Cornell studies human and organizational factors in failure.

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.

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»).

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.

These points are all, of course, interrelated: Apple's organizational structure, focus, and release - focused development cycle enable it to create highly differentiated products, even as the exact same structure, focus, and development cycle underly the company's struggles in iterative services.1 Similarly, Amazon's highly modular structure, varied businesses, and iterative approach to those businesses enable it to create services with itself as its first, best, customer, and then extend those services to developers and retailers, even as the exact same factors lead to product disasters like the Fire Phone.

Actual costs that may have been incurred if we had been a standalone company would depend on a number of factors, including the chosen organizational structure, what functions were outsourced or performed by employees and strategic decisions made in areas such as information technology and infrastructure.

There are extraneous organizational factors at work in the emergence of life that can not be specified by the more basic sciences.

In this set of studies, lead researcher Oliver Sheldon, a specialist in organizational behavior at Rutgers University, and co-author Ayelet Fishbach, a social psychologist at the University of Chicago, set out to understand the factors that influence self - control in ethical decision - makinIn this set of studies, lead researcher Oliver Sheldon, a specialist in organizational behavior at Rutgers University, and co-author Ayelet Fishbach, a social psychologist at the University of Chicago, set out to understand the factors that influence self - control in ethical decision - makinin organizational behavior at Rutgers University, and co-author Ayelet Fishbach, a social psychologist at the University of Chicago, set out to understand the factors that influence self - control in ethical decision - makinin ethical decision - making.

LaVeist was recognized for his ability to examine health disparities from a broad perspective; the innovative design of his study, «Exploring Health Disparities in Integrated Communities», which controls for confounding socioeconomic and environmental factors; and his work creating the Cultural Competency Organizational Assessment — 360, a tool for assessing the cultural competency of health care organizations.

Seth Kaplan, an associate professor in industrial / organizational psychology at George Mason University in Fairfax, Va., said, «We know that there are some major job - related factors that contribute to poor psychological health.»

Professional community in Chicago elementary schools: Facilitating factors and organizational consequences.

In order to examine the effects of the organizational and instructional factors that we observed in these schools, it was necessary to create outcome measures that reflected the effects that might conceivably have occurred during our year of observatioIn order to examine the effects of the organizational and instructional factors that we observed in these schools, it was necessary to create outcome measures that reflected the effects that might conceivably have occurred during our year of observatioin these schools, it was necessary to create outcome measures that reflected the effects that might conceivably have occurred during our year of observation.

These factors include the congruence of sources of evidence with the prior beliefs of decision - makers, the content knowledge of individuals using data to advocate alternative views, organizational structures that inhibit or promote shared understanding of instructional matters, resource constraints, and the micropolitics of authority and power in decision - making processes.

We will also endeavor to be proactive in assessing organizational performance factors — not waiting for requests from organizational stakeholders.

Mayrowetz studies the ways in which organizational and institutional factors influence the creation and implementation of educational reforms.

After reviewing research on effective prevention and literacy instruction delivered in preschool, kindergarten, and primary grades, as well as organizational factors at the classroom, school, and district levels, Snow et al. (1998, pp. 314) conclude that «effective instruction includes artful teaching that transcends — and often makes up for — the constraints and limitations of specific instructional programs.»

Anthony Bryk, Eric Camburn, and Karen Seashore Louis, «Professional Community in Chicago Elementary Schools: Facilitating Factors and Organizational Consequences,» Educational Administration Quarterly 35, no. 5 (1999): 751 — 781; Andrew Calkins, William Guenther, Grace Belfiore, and Dave Lash, The Turnaround Challenge: Why America's Best Opportunity to Dramatically Improve Student Achievement Lies in Our Worst - Performing Schools (Boston: Mass Insight Education and Research Institute, 2007); Yvonne L. Goddard, Roger D. Goddard, and Megan Tschannen - Moran, «A Theoretical and Empirical Investigation of Teacher Collaboration for School Improvement and Student Achievement in Public Elementary Schools,» Teachers College Record 109, no. 4 (2007): 877 — 896; Karen Seashore Louis and Helen M. Marks, «Does Professional Community Affect the Classroom?

The distinction between within - school and between - school comparisons is an important one, because teachers within the same school share the same organizational conditions (leadership and resources); are subject to similar contextual factors (neighborhood safety, parental support, norms that favor academic achievement); and, particularly in elementary school, they tend to teach students with similar levels of prior achievement.

While formal organizational structure such as grade levels may play a role in shaping social relationships among educators, other factors may also matter for creating a sustainable learning partnership among teachers.

One needs to have in - depth knowledge on topics such as worker motivation, organizational behavior, employee presentation, and related factors, in order to finish HR assignments on different Hrm assignment topics successfully.

The project examines why coordination problems persist by investigating the political and organizational factors that shape coordination of climate finance at the global level and in Kenya and Zambia.

He does so in terms of inter-related cultural, organizational, and political factors, instead of analogies to religion.

Decisions that would be in the best longterm interest of an organization are often different than those actually made by individuals within it, due to factors such as ambiguity, temporal impacts, repetition, and conflicts (see, e.g. Organizational Decision Making).

In category II, Internal Characteristics of Organizational Structure, there are six factors (i.e., independent variables) listed, with size being number 6.

In this field, organizational citizenship behaviors («OCBs»), having been shown to be beneficial to both organization and team effectiveness, are measured based on 5 factors: Altruism, Courtesy, Sportsmanship, Conscientiousness, and Civic Virtue.

Emotional exhaustion was found to be negatively related to JP in terms of organizational commitment and JS and the mediating effect of emotional exhaustion was confirmed in the relationship between JP and appraisals of emotions, optimism, and social skills as factors in EI.

Received support has been reported, mostly in the interviews with athletes, as a significant factor in athletes» self - confidence (Hays, Maynard, Thomas, & Bawden, 2007), performance improvement (Rees & Freeman, 2010), in dealing with negative psychological states due to injury in sport (Carson & Poleman, 2012), competitive stressors (Weston, Thelwell, Bond, & Hutching, 2009), and organizational stressors (Kristiansen & Roberts, 2010).

This lakefront institution in the western part of the state offers four graduate programs to aspiring psychologists: Ph.D. s in human factors and industrial - organizational psychology, a Master of Science (MS) degree in applied psychology and a non-degree occupational health psychology training program that's partially funded by the National Institute of Occupational Safety and Health (NIOSH).

Because my background concerns basic and applied aspects of groups in various domains (e.g., legal, organizational, sport, military, business, counseling, health, human factors, finance), I believe that our division can both broaden our membership base as well as build better relationships with scholars in other disciplines in ways that integrate the field while enhancing our shared identity.

[jounal] Garman, A. N. / 2003 / Factor structure of the transformational leadership model in human service teams / Journal of Organizational Behavior 24 (6): 803 ~ 812