No data available that match "Organizational Objectives"

*  Organizational Objectives - Hershey's- Behind the sweets!

Objectives. Objectives are medium to long term goals that a business aims to achieve. A strategy is a plan to reach objectives ...

*  Research insights on activity-based working - FMLink

CONSIDER YOUR ORGANIZATIONAL OBJECTIVES. The research indicates that ABW environments, when executed well, can bring benefits ... It is touted as fostering organizational growth and competitive advantage. But is ABW delivering to its promise? Or is its ... The main thing to clarify is the individual organization's objectives before considering ABW. If your organization runs on ... there can be significant personal and organizational benefits. ...

*  Andor Ppm 0309

4.5 Organizational Objectives ................................................................................................ ... The Offering price bears little relationship to the assets, net worth, or any other objective criteria of value applicable to ...

*  Arizona State University

contributions to organizational goals and objectives. *innovation and creativity in professional practices ...

*  Statutes and organizational rules - About the UOC - Universitat Oberta de Catalunya (UOC)

Information about the UOC Statutes and organizational rules ... its objectives and beneficiaries; its assets and economic ... Agreement GOV/47/2015 of 31 March, which approved the Organizational and Operational Regulations of the Universitat Oberta de ... management; the allocation of its income to its objectives; its governing, management and advisory bodies, including the ...

*  Summary: Life-cycle phases

The course is comprised of eight modules, drawn from ITIL objectives that follow the phases of the service life cycle. Mark ... Service Desk organizational structure 4m 45s * Service Desk and objectives 6m 24s ...

*  The Manager's Handbook for Business Security - 2nd Edition

Applying Standard Security Practices to Business Objectives. Highlights for Follow-Up. 6. Organizational Models ... including marketing the program to senior business leadership and aligning security with business objectives ...

*  Associates Degree in Contract Management

Align contractual terms with an organizational objectives. The income level of a contract manager will vary from pace to place ... Q:Can you please tell me what are the contents of the course on Organizational Behavior in the Associate in Contract Management ...

*  An Overview of the RFP Process for Nonprofits, Charities, and Libraries

Organizational background *Short project description *Project requirements and project objectives: This is often the lengthiest ... Establish the project's boundaries. Before you start writing your RFP, ask your organizational leadership and other key ...

*  Speech and Language Therapy <...

Objectives. The MSc Speech and Language Therapy course leads to work in a challenging and varied field - you could be working ... Good organisational skills. *An ability to learn a range of academic subjects and to apply your learning to clinical practice ...

No data available that match "Organizational Objectives"

(1/728) The agenda of the organization. 1: A framework.

It is difficult at times to know if the welfare and well-being of an organization is being best served by the individuals who make decisions on its behalf. Sometimes decisions made are driven more by the needs of individual persons rather than by the needs of the organization. Company politics, conflicts, work relationships, territory and turf, individual status and power and personality issues all influence what happens and how decisions are made. Major decisions in areas such as downsizing, re-organization and corporate strategy are often made by individuals. Do these decisions best suit the agenda of the organization or reflect the agenda of the individual? Who looks after the organizational agenda? Noer's (1993) model is used to illustrate how what is best for the organization, and not just individuals within it, can be attained.  (+info)

(2/728) The agenda of the organization. 2: Interventions.

Many contemporary organizations, though doing well in productivity, are in chaos. Stress amongst managers and employees is still rampant and the assertion that 'people are our best assets' is confirmed more in words than in actions. What interventions are needed to best add value to the agenda of the organization and influence employee performance for the better? A philosophy of employee care includes looking at how managers take responsibility for performance management, deal with their own and others' stress and how the dynamics within organizations can be understood and harnessed for the welfare of the company. It also includes reviewing, articulating and implementing policies and systems that affect individuals in the organization and the organization as a whole.  (+info)

(3/728) The principles of disease elimination and eradication.

The Dahlem Workshop discussed the hierarchy of possible public health interventions in dealing with infectious diseases, which were defined as control, elimination of disease, elimination of infections, eradication, and extinction. The indicators of eradicability were the availability of effective interventions and practical diagnostic tools and the essential need for humans in the life-cycle of the agent. Since health resources are limited, decisions have to be made as to whether their use for an elimination or eradication programme is preferable to their use elsewhere. The costs and benefits of global eradication programmes concern direct effects on morbidity and mortality and consequent effects on the health care system. The success of any disease eradication initiative depends strongly on the level of societal and political commitment, with a key role for the World Health Assembly. Eradication and ongoing programmes constitute potentially complementary approaches to public health. Elimination and eradication are the ultimate goals of public health, evolving naturally from disease control. The basic question is whether these goals are to be achieved in the present or some future generation.  (+info)

(4/728) Disease eradication and health systems development.

This article provides a framework for the design of future eradication programmes so that the greatest benefit accrues to health systems development from the implementation of such programmes. The framework focuses on weak and fragile health systems and assumes that eradication leads to the cessation of the intervention required to eradicate the disease. Five major components of health systems are identified and key elements which are of particular relevance to eradication initiatives are defined. The dearth of documentation which can provide "lessons learned" in this area is illustrated with a brief review of the literature. Opportunities and threats, which can be addressed during the design of eradication programmes, are described and a number of recommendations are outlined. It is emphasized that this framework pertains to eradication programmes but may be useful in attempts to coordinate vertical and horizontal disease control activities for maximum mutual benefits.  (+info)

(5/728) Restructuring the primary health care services and changing profile of family physicians in Turkey.

A new health-reform process has been initiated by Ministry of Health in Turkey. The aim of that reform is to improve the health status of the Turkish population and to provide health care to all citizens in an efficient and equitable manner. The restructuring of the current health system will allow more funds to be allocated to primary and preventive care and will create a managed market for secondary and tertiary care. In this article, we review the current and proposed primary care services models and the role of family physicians therein.  (+info)

(6/728) Camelot or common sense? The logic behind the UCSF/Stanford merger.

Many academic medical centers (AMCs) throughout the United States have established their own community-based integrated delivery systems by purchasing physician groups and hospitals. Other AMCs have merged with existing nonprofit community-based delivery systems. Still other AMCs have been sold to for-profit firms. The AMCs at Stanford and the University of California, San Francisco (UCSF), chose a different strategy: to merge with each other to respond to the unique characteristics of the Bay Area marketplace.  (+info)

(7/728) Regional organisational audit of district departments of public health.

Organisational audit of public health in the United Kingdom is rare. To provide a framework for a structured organisational audit in district public health departments in one region organisational factors contributing to efficient, high quality work were identified and compared between districts, enabling each department to identify its organisational strengths and weaknesses. A draft list of organisational factors, based on the King's Fund organisational audit programme, were rated by 52 public health physicians and trainees in 12 district public health departments in South East Thames region for their importance on a scale of 0 (not relevant) to 5 (vital). Factors with average ratings of > 4, judged to be "vital" and proxies for standards, were then used to compare each district's actual performance, as reported by its director of public health in a self reported questionnaire. In all, 37 responses were received to the rating questionnaire (response rate 71%) and 12 responses to the directors' questionnaire. Of the 54 factors identified as vital factors, 20(37%) were achieved in all 12 districts and 16(30%) in all but one district; 18 were not being achieved by two (33%) districts or more. Overall, vital factors were not being achieved in 9% of cases. The authors concluded that most departments are achieving most vital organisational factors most of the time, but improvement is still possible. The results have been used as a basis for planning the organisation of public health departments in several of the newly formed commissioning agencies. This was the first regional audit of public health of its kind performed in the region and it provided valuable experience for planning future regional audit activity.  (+info)

(8/728) Theoretical framework for implementing a managed care curriculum for continuing medical education--Part I.

Healthcare reform has created a new working environment for practicing physicians, as economic issues have become inseparably intertwined with clinical practice. Although physicians have recognized this change, and some are returning to school for formal education in business and healthcare administration, formal education may not be practical or desirable for the majority of practicing physicians. Other curriculum models to meet the needs of these professionals should be considered, particularly given the growing interest in continuing education for physicians in the areas of managed care and related aspects of practice management. Currently, no theory-based models for implementing a managed care curriculum specifically for working physicians have been developed. This paper will integrate diffusion theory, instructional systems design theory, and learning theory as they apply to the implementation of a managed care curriculum for continuing medical education. Through integration of theory with practical application, a CME curriculum for practicing physicians can be both innovative as well as effective. This integration offers the benefit of educational programs within the context of realistic situations that physicians can apply to their own work settings.  (+info)


  • 1. Organizational Practices in Romania and US: Are We So Different? (
  • This article is a summary of their dialogue regarding organizational practices, based both on their experience and empirical research. (
  • It has 1 Peretz, H. and Fried, Y., National Values and Performance Appraisal Practices, and Organizational Performance: A Study Across 21 Countries, p.3. (


  • Participant in related community coalitions to advance strategic objectives. (
  • Strong organizational skills to plan, implement and evaluate strategic objectives. (
  • 15) develops and implements organizational strategic planning goals and objectives. (


  • This course explores the use of sports science and sporting psychology in business in order to improve individual, team and organisational performance through a blended integrated holistic approach. (


  • Develop trusting relationships across the organization that foster personal and organizational success. (


  • Objectives are medium to long term goals that a business aims to achieve. (
  • The empirical findings show that: (1) the management had two goals with the project, which were conveyed and understood differently depending on organizational level and organizational belonging, (2) the administrative heritage of the MNC influenced the use of information communication technology for sharing information and knowledge, and (3) the impact of frequency and structure of communication for information processing. (


  • Ability to prioritize and manage workload to meet deadlines and achieve performance objectives. (


  • Learn an organizational scheme for preoperative evaluations. (


  • Support objectives to accelerate Alzheimer's research by promoting participation in Trial Match. (


  • Communication in Global Development Projects: Objectives, Mechanisms and Interpretations. (
  • Organizational Communication and Sustainable Development: ICTs for Mobility. (
  • Organizational Communication and Sustainable Development: ICTs for Mobility (pp. 153-169). (


  • A strategy is a plan to reach objectives, and a tactic is used to reach a strategy. (


  • For employees in ABW environments who engage with and adapt to their new surroundings, and use them to their fullest potential, there can be significant personal and organizational benefits. (


  • Before you start writing your RFP, ask your organizational leadership and other key stakeholders about major project constraints. (


  • Monitor emerging trends regarding industry regulations to determine potential impacts on organizational processes. (


  • Over the course of several weeks, the roundtables covered four organizational themes: Coordination, Courage, Collaboration, and Creating Change. (
  • Awilda Borres is currently Director of Organizational Development with Merck & Company, a global pharmaceutical firm, and has over 15 years of experiencing in designing and leading large-scale change in large corporations. (