Sentences with phrase «with organizational change»

There are several methods for kickstarting a brand discovery or rediscovery process, but a useful method to follow is a process known as appreciative inquiry, a method developed in 1987 at Case Western University to assist companies with organizational change.

I also rehearsed answers to possible behavioral questions that would address my experience in this area (e.g., I was blindsided when all of the behavioral questions were about coping with organizational change and inter-staff conflict.

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.

Managerial coping with organizational change: A dispositional perspective.

He'll focus on expanding the agency's advisory practice — helping the shop's most senior clients build marketing capabilities and leadership and help with organizational change.

We are not given many reasons for this strategy shift, but it may have something to do with all organizational changes started a few weeks ago — selling the Bing maps to Uber and Bing ads to Aol, and of course — a major revamp of the Windows Phone strategy with fewer, but more focused devices.

Strategically restructured financial reporting processes in accordance with organizational changes.

Extensive experience with organizational changes that demand quick situational assessments and swift, effective problem solving and decision making, supported by exceptional listening, organizational and written communication skills.

Not exact matches

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

And I think it pertains to organizational restructures, it pertains to making changes with respect to employees, a whole host of things.

No significant new activist organization with the organizational capacity to take effective action toward promoting real change according to a clear agenda.

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.

The new VP of Marketing, Kenny Kahn, worked with design firm Pentagram to re-brand the company, not just for customers but to spark organizational change.

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.

The organizational consultants are right: change is costly, conflict is one of the significant costs, and the ability to deal with controversy is one of the essential capabilities of adaptive congregations.

Effective parental / executive leadership and authority to nurture, protect, and socialize Organizational stability, with clarity, consistency and predictability Adaptability and flexibility — to better meet stresses and change Open communication characterized by clarity of rules and expectations, positive interactions, and a range of emotional expression and empathic responsiveness Effective problem - solving and conflict - resolution processes A shared belief system that enables trust, and promotes ethical values and concern for the larger human community Adequate resources for security and psychosocial support

(Of course, it works just as well with Baptists, Lutherans or virtually any group — organizational resistance to change being universal — so on that score the joke is lame.)

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

Sure, but not an organizational changing one with like how the Marlins were left after Fernandez died.

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

This top - selling diaper bag ensures that every detail is at the ready with a clever built - in changing station, organizational pockets, and multiple carrying options.

The trendy black and teal chevron patterned bag has built - in stroller clips and a removable / adjustable shoulder strap, multiple organizational pockets (including zippered, fleece - lined electronics pockets designed for safely storing a smartphone and tablet), and an insulated bottle pocket; it also comes with a changing pad that's antimicrobial - treated to inhibit the bacteria growth that can lead to odor.

The B.F.F. comes with a memory foam changing pad and boasts a ton of cool organizational features, including two insulated bottle pockets; a zippered front «mommy» pocket for essentials like phone, keys, and sunglasses; gusseted and zippered interior pockets, and — pure genius — a back pocket with «crumb drains.»

We brought constituencies to work with the office like title folks, real estate lawyers, and then M&T Bank actually loaned an executive who is an expert in organizational change.

The committee held its organizational meeting recently at the Hand House in Elizabethtown, where executive committee members and delegates were voted in with little change.

The most prominent include jobs that require constant expression or suppression of emotion — think «service with a smile» — as well as jobs with constant looming deadlines or frequent organizational change.

«Coping with stressful organizational change.»

Shape organizational culture — Barriers included lack of awareness of disparities and difficulty integrating disparities reduction into current work; strategies included identifying and emphasizing elements of organizational culture aligned with change.

He worked with Carey on carrying out recommendations by the AAAS Committee on Future Directions, created by the Board of Directors in 1975, for organizational changes intended to better enable AAAS to carry out its declared objectives.

While at NOW I earned a Master in Organizational Learning and Change with a focus in Strategy Development from the University of Toronto.

The ACP Program provides consultants with the tools to provide their clients with real time insight into organizational behavior change and direct business impact.

(d) He said the fourth system change concerns the way we organize ourselves as humans, urging us to make sure our organizational principles align with what we know about the planet (he admitted he fully accepts the climate change science).

Any major organizational change, whether it is to product / service offerings, customer experience, internal processes, corporate strategy or company structure, happens over a span of time with impact to several roles.

In management consulting, the crucial assumptions are that 1) each organization possesses a unique culture and set of goals; therefore, the same intervention is likely to elicit different results depending on a school's history, organization, personnel, and politics; and 2) suggestions for change should creatively blend knowledge from many different sources — from general organizational theories, from deep insight into the district or schools under study, and from «craft» knowledge of what is likely to improve schools or districts with particular characteristics.

For more than 40 years, the Institute for Educational Management (IEM)-- one of the flagship leadership development programs offered by the Harvard Institutes for Higher Education (HIHE) at HGSE — has brought together participants with a variety of perspectives, from a broad range of institutions, to focus on the challenges of organizational change and leadership.

The program focuses on three areas of leadership — planning, organizational strategy and change, and transformational learning — with an overarching goal of increasing your leadership and management capacity.

The employer has the right to change the shape, nature, and size of the organization, to redeploy human resources, to substitute capital for labor, to replace elbow grease and sitzfleisch with technology, and to hire and fire according to shifting pupil needs and organizational priorities.

Combine that with my organizational experience, and maybe I can help create massive, systemic change in how we educate kids back home.»

Additionally, through critical conversations and dialogue with colleagues in the HGSE community, I have realized how imperative it is to continue to deconstruct traditional systems of education in order to further understand how the development of identity (whether human, institutional, or organizational) is imperative for creating lasting change.

These companies offer a model for the rest of us — for organizations and schools seeking to grow, for leaders wanting to make a cultural change, and even for individual employees who may feel stuck, say Lisa Laskow Lahey and Robert Kegan, who wrote An Everyone Culture with fellow Harvard Graduate School of Education faculty Matthew L. Miller and Deborah Helsing and with organizational consultant Andy Fleming.

Organizational change happens with leadership.

The culture of a school is interrelated with most other concepts in managing schools, including organizational structures, motivation, leadership, decision making, communication and change.

He is a longtime digital news executive with deep experience in digital transformation and organizational change.

Along with the expectation that they serve as instructional experts, principals also function as CEOs of their schools, with responsibilities that span from acting as organizational managers and change agents; to attracting, motivating, and retaining teachers; to planning professional development opportunities.

This process of internal collaboration and organizational change is slow in many states, however, and it could be better supported with legislative action that would clarify or simplify existing requirements for program and fiscal monitoring.

Most schools are dynamic institutions with ongoing change in their organizational and programmatic features.

In other sectors, organizational leaders work with and through a leadership team that helps employees at all levels continue to improve and adopt new behaviors and actions when goals change.