Sentences with phrase «organizational outcomes for»

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.

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.

Design: Guidance in developing programs or policies which align with organizational goals and are anchored in a clear theory of action for achieving desired outcomes.

Raise Your Hand partnered with E3 Alliance, a regional collaborative to increase economic outcomes by aligning education systems, and the International Center for Leadership in Education (ICLE) to provide executive coaching to school leaders in the Central Texas region (Austin, Hutto, and Lockhart) to enhance and expand their organizational and instructional leadership skills.

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.»

Her research interests are in building and sustaining organizational systems to support academic outcomes for students in need of intensive intervention, leadership in special education, and the conditions in which multi-tiered systems of support can be successfully implemented within middle and secondary school settings.

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.

For an organizational program, it is important to understand that Trap - Neuter - Return involves straightforward steps that result in significant, measurable, and positive outcomes for the cats, the community, and your organizatiFor an organizational program, it is important to understand that Trap - Neuter - Return involves straightforward steps that result in significant, measurable, and positive outcomes for the cats, the community, and your organizatifor the cats, the community, and your organization.

* Secure preservation of high - value institutional materials by making explicit roles and responsibilities across organizational boundaries * Develop preservation strategies that assign responsibilities for achieving outcomes - Service - level agreements, MOUs with third - party archives should include contingency plans for handoffs; and putting such monitoring systems in place internally.

Responsible for developing and maintaining effective relationships with colleagues, business partners, customers, agents, regulatory agencies and others to achieve organizational goals to create best outcomes

As IT Program Architectural Manager for IBM Corporation for more than 10 years, I am consistently energized by overcoming consumer software and systems integration boundaries as I continue to ensure strategic organizational technology positioning and program expansion activities to maximize business outcomes.

A good Resume Format for the post of a music teacher should highlight qualities such as trained musician, formal music training, creativity, capacity of anticipating outcomes, organizational skills, motivational skills, assessing effectiveness of different programs, interest in learning, etc. knowhow of musical instruments and different techniques related to music should be given special emphasis.

This, coupled with expertise in computer systems, makes me the ideal candidate for this position.I am particularly adept at developing and implementing change management to drive organizational initiatives and deliver outcomes that exceed expectation.

I am looking for a senior management position with a top - notch, progressive organization where I can provide leadership to direct operations; guide development / implementation of strategic planning, product management / development, and marketing / sales; facilitate cross-functional teams for organizational growth to the next level; and apply my tenacity to drive successful ROI outcomes.

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.

The Ramsey County CFA Model is a conceptual map and organizational philosophy that includes definitions and explanations regarding how staff partner with families, service providers, and other stakeholders in the delivery of services to achieve positive outcomes for youth and their families.

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.

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

Individual - level developmental outcomes for youth include increased self - efficacy and self - awareness as well as positive identify development, positive social bonding, awareness of organizational operations and interpersonal relations, and a sense of purpose (2006, p. 51).