Sentences with phrase «organizational performance with»

Highly analytical in formulating business and operation strategies to align organizational performance with esta...

I'm a strategic leader offering more than 20 years of experience spearheading and administering operations within multimillion - dollar organization, achieving enhancements in organizational performance with the introduction of strategic plans, training programs, operational policies and procedures, and quality assurance functions.

I asked my client to describe the results that affected organizational performance with far reaching influence across her agency and across barriers (externally to other agencies or internationally).

Highly dedicated individual who exhibits the highest degree of professionalism, focused on improving organizational performance with strong communication skills, effective in communicating with individuals at any level and backgrounds.

Not exact matches

ANN, Inc. approaches this on a systematic, companywide scale, with an end goal of boosting associate and organizational performance.

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.

People «are daunted by the task and believe it requires inauthentic, uncomfortable behavior and is an activity that is inconsistent with focusing on job performance,» says Jeffrey Pfeffer, a Stanford professor of organizational behavior, who covers the subject of networking as part of his Paths to Power elective course.

With an organizational constitution in place, you'll have clear standards for values as well as clear standards for performance.

Provide ongoing training, coaching and mentoring opportunities that are aligned with job purpose, performance measures, best - in - class customer service, and fulfilling the organizational mission.

The right DMS should address your business needs with the appropriate accessibility, flexibility and cost to drive organizational performance.

Directors should be financially literate and familiar with processes for evaluating organizational performance.

Plants with higher organizational engagement reached better performance.

To get a handle on causality in the relation of organizational form with company performance, many studies use before / after comparisons and various statistical corrections for endogeneity of company form.

Our consultants collaborate across industries, functions and geographies to help you find and develop outstanding leaders, improve the performance of teams and align organizational culture with strategy.

Research has established that the perception of scientific merit is affected by past performance — such as association with high - ranking departments or institutions and previous funding and publication records — and by access to organizational resources (12).

Competence models, done by organizational human resources to identify what factors make someone a standout performer, ignore IQ and school performance — they are irrelevant by the time you are competing with others on the job, where emotional intelligence skills like self - awareness, self - management, empathy, teamwork, and the like identify the best workers.

As with so many organizational performance pursuits, we need a blend of the right people, the right processes, and the right technology to make an actual difference and implement personalized learning effectively.

While many larger companies have adopted systems that allow them to manage compliance, develop talent and align individual performance with organizational objectives, mid-sized organizations can now benefit from integrated learning and talent management systems too.

One thing common, regardless the size, is that this process is valued as a constant need, to develop talent and align individual performance with organizational objectives.

Organizations that provided multiple learning opportunities outside of the classroom with a mix of formal, informal, and experiential learning reported effectiveness at achieving improved individual (56 %) and organizational (46 %) performance considerably higher than those that do not use blended learning approaches (22 % and 19 %, respectively).

To effectively deal with poor performance, employers must realize the limitations of organizational training initiatives.

«A learning and performance ecosystem enhances individual and organizational effectiveness by connecting people and supporting them with a broad range of content, processes, and technologies to drive performance».

In her role, she partners with leaders across the organization to support network wide change initiatives and ensure the continuous improvement of organizational performance.

«It is a disservice to our students, families, and community that after receiving a score of «Accomplished» (the highest positive score any charter school can receive) in «Student Achievement and Educational Performance» and «Governance» and a score of «Proficient» in «Organizational Management, Programs, and Operations» we are blindsided with a recommendation for non-renewal,» Canada said.

She works with organizations on a variety of strategic and operational issues including strategic planning, business plan development, growth and expansion strategy, human capital and organizational design, performance improvement and sustainability, and grant development and implementation.

Leveraging social learning with e-learning content is the new norm: forward - thinking organizations that want to drive engagement with their L&D activities, leading to positive growth in job and organizational performance.

This suggests that leaders must be concerned both with organizational functions typically attributed to leadership — working on sustained system improvement and enticing and empowering staff to achieve top performances — as well as with organizational functions typically credited to management — working within the system and organizing regularized and predictable operations.

™ proved to be a step - by - step guide: 1) analyze and apply critical judgement; 2) identify performance factors; 3) plan and record the work; 4) monitor progress: 5) organize and manage improvement efforts; 6) guide collaborative efforts; 7) build capacity within school personnel; 8) demonstrate organizational sensitivity; 9) monitor accountability and adoption of the improvement process within school personnel; and, finally, 10) implement the school improvement process with a focus on sustainability.

The NYSCATE Leadership Team works closely with the Board of Directors to serve our members and ensure excellent organizational performance.

Positive school climate, for example, correlates with decreased substance abuse, student absenteeism, and suspension rates, in addition to improved academic performance.57 Indeed, higher - performing schools have better organizational health.

Instead of doing away with the pressures of a performance - based system, the best way to combat cheating is by building institutions that have systems and organizational cultures that minimize the amount of corruption and abuse that occurs.

Much of the success of district and school leaders in building high performance organizations (organizations which make significantly greater than - expected contributions to student learning) depends on how well these leaders interact with the larger social and organizational context in which they find themselves.

The DOT Executive and Team Coaching Program is a formal engagement in which a qualified coach works with an organizational leader in a series of dynamic, confidential sessions designed to establish and achieve clear goals that will result in improved managerial performance.

The supervisor sets clear objectives in employee performance plans, establishes and communicates performance requirements that align with organizational goals, and evaluates all employees against these requirements.

This point became piercingly clear to me in 1996, when I was having dinner with a group of thought leaders gathered for a discussion about organizational performance.

With the aim to better the organizational and individual performance, employee and organizational development are considered to be a long - term program.

Empowering leaders with powerful insight that helps drive organizational performance through the lens of culture and strategy.

Must have experience in performance management and professional development of multi-disciplinary staff members including Directors, Managers, hourly employees, as well as management of and collaboration with a Board of Directors and Committee members in their organizational functions

Jeannette Peters of Nonprofit Management Consulting, LLC, in Gainesville, FL, is an organizational development specialist working with a wide variety of community - based programs throughout the United States to improve effectiveness and performance.

Empowering leaders with powerful insight that helps drive organizational performance through the lens of culture and strategy.

Their donation of $ 3 million will endow the Chief Curator position held by Anthony Elms, who joined ICA in 2011 from Performa where he was part of the organizational team behind the 2011 visual art performance biennial in New York, along with other independent curatorial projects.

This is what ISO 9000 & Continuous Process Improvement try to achieve at an organizational level; that which individuals pursuing excellence must themselves do — constantly root out errors in work and thought by observing performance of results with changing inputs.

The Accelerator will help to: advocate for changes in public and private - sector policy to support and empower women to engage in all levels of energy services delivery; connect women working in energy services delivery with others who can help build their capacity, mentor them, or serve as role models; and connect businesses with best practices in organizational policy and female representation across both management and workforce to each other, and to those who seek to improve performance.

The Alliance provides Elite clients with secure, flexible and cost - effective access to a next - generation practice management platform which not only facilitates improved organizational performance, but also delivers business continuity and disaster recovery without the need to incur additional capital expenditure, undertake ongoing maintenance or upgrade costs.

Although PepsiCo's experience represents an extreme case of change, even modest changes — organizational, operational or technology related — can lead to inefficiency and the inability to extract the kind of data - driven insights required to align a law department's performance with corporate objectives.

Tom also represents domestic and foreign companies that conduct business with the federal and state governments and advises on issues related to GSA Schedule Contracts, teaming and subcontract agreements, mergers and acquisitions, government contract financing, contract interpretation, procurement integrity, regulatory compliance and training, protection of intellectual property, organizational conflicts of interest, contract performance, security clearances, dispute avoidance and resolution, FOIA and FAPIS issues.

On one hand corporate trainers helps in improving performance of employees of the company, and on the other hand, trainers partakes in programs associated with organizational change.

Empowering leaders with powerful insight that helps drive organizational performance through the lens of culture and strategy.

Seeking challenging career in IT sector to get a position of responsibility, using my skills and efficiency to communicate my ideas & views and commit myself for achieving organizational objectives with the team effort and my positive attitude and performance.

As a Certified Public Accountant, I am an accomplished communicator, with excellent organizational, decision making, and time management skills and have a proven track record of consistently meeting and regularly surpassing demanding performance goals.