©iStockphoto/Ljupco 36 June 2015 | practicallaw.com © 2015 Thomson Reuters. All rights reserved. The NIST Cybersecurity Framework Data breaches in organizations have rapidly increased in recent years. In 2014, the National Institute of Standards and Technology (NIST) issued a voluntary framework that is fast becoming the de facto standard for organizations to assess their cybersecurity programs. RICHARD RAYSMAN JOHN ROGERS PARTNER HOLLAND & KNIGHT LLP CHIEF TECHNOLOGIST BOOZ ALLEN HAMILTON
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BUSINESS PLANNING MANAGER Strong credentials in providing information and directions to promote organizational growth OBJECTIVE: Proactive decision maker, seeking to be a Senior Management Professional with a well established and globally reputed organization by utilizing the following strengths... ⇨ Possessing 12 years of expertise in marketing, strategic planning, business planning, commercial planning, project management, business process, performance management and team management. ⇨
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Executive Summary Solutions Unlimited India, a US based multinational IT consultancy company,has been running in a transitory phase as it has decided to realign itself as a management consultantin the next three years. Similarly there is gap in the company’s hierarchy and key HR positions are vacant, which has created serious effects on the company’s overall working environment. These have deteriorated the interpersonal relations between Nitish, a recently joinedconsultant and Meena, HR officer
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measuring customer satisfaction and other performance outcomes. Moreover, a business or an organization may run a high risk of failure when their service quality improvement programmes and goals are do not clearly defined and quantified. Besides, the measurement of the service quality performance and the response of customers to that performance have to be measured appropriately within any organizations in order to be more effective management of customer service. 2.0 Service Quality 2.1 What
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DEVELOPMENT In the late 1960s organizational development was implemented in organizations via consultants, but was relatively unknown as a theory of practice and had no common definition among its practitioners. Richard Beckhard, an authority on organizational development and change management, defined organizational development as "an effort, planned, organization-wide, and managed from the top, to increase organization effectiveness and health through planned interventions in the organization's
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The Strategic Window: Identifying and Analyzing the Gap for the New Business Why existing business leave gaps in the market 1. Established business fail to see new opportunities-opportunities do not present them, they have to be actively sought out. 2. New opportunities are thought to be too small-value of a new opportunity must been seen as relative to size of the business which might pursue it. 3. Technological Inertia-opportunities are pursued by innovation. 4. Cultural Inertia-an
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Management and Industrial Engineering “The process of strategic management consists of an ongoing analysis, decisions, and actions activities to create and sustain competitive advantages in order to obtain desired competitive position and achieve strategic objectives”(Popescu,2013). This process is not one simple step and can be complex. It is not a onetime occurrence and can happen multiple times. The ongoing analysis, decisions, and actions that are performed should include all people involved. Everyone
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change management process is developed in depth. The model asks: (1) What is going on in the organization? (2) Why change? (3) What is the gap between the existing and desired states? (4) How do we close this gap? and (5) How do we manage during the transition phase? • These explicit models will help change leaders articulate their implicit models of how organizations work and how to change their organizations. Sweeping demographic changes, technological advances, geopolitical shifts, and pressures
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------------------------------------------------- Informal organization The informal organization is the interlocking social structure that governs how people work together in practice. It is the aggregate of, norms, personal and professional connections through which work gets done and relationships are built among people who share a common organizational affiliation or cluster of affiliations. It consists of a dynamic set of personal relationships, social networks, communities of common interest
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ABSTARCT This report contains the analysis of the case study of merger process of two UK based parasitical companies, GreenHealth and Cranberry. This report discuss deep inside analysis of two companies during the pre-merger stage and post-merger stage. Balogun and Hope Hailey’s Change Kaleidoscope model, Jonson’s Cultural Web Model and Kotter’s Change Steps has consider for this analysis. Contents 1.0 Introduction: 4 2.0 Case Study Analysis 5 2.1 strategic change context
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