The phrase "aligning organization" is correct and usable in written English.
It can be used in contexts related to business, management, or teamwork, where the goal is to ensure that an organization’s goals, values, or strategies are in harmony.
Example: "The team is focused on aligning organization objectives with employee performance to enhance productivity."
Alternatives: "synchronizing organization" or "coordinating organization".
In LEAD (Leadership and Organization Behavior), one of the HBS courses that makes up the school's "required curriculum", students set aside quantitative metrics to examine the human side of business leadership and the role it plays in designing effective enterprises, aligning organizations with visions, and motivating people amidst growth and change.
Companies must encourage communities of passion by allowing individuals to find a higher calling within their work lives, by helping to connect employees who share similar passions, and by better aligning the organization's objectives with the natural interests of its people.
The process required aligning two organizations with entirely different business models and cultures one is a research-driven pharmaceutical company, the other an operationally oriented services company.
We need to focus on creating the holistic business case and aligning whole organizations behind that, not just a D&I consultant.
What percentage of time did the team spend engaging and aligning with the organization?
He is currently researching the role of diversity in business innovation and the concept of innovation governance as a framework to design innovative organizations aligning organizational mechanisms, structures and business models.
Both the banker and the investor accompanying the MBA students reinforced the message: Conveying strategic intent is one of the skills essential to aligning people across an organization to reach a common goal and leaders must then rely on the people's ingenuity for getting there.
Through defining their organization's aligning narrative, strengthening it through the operation of what CEO Brad Smith called the "One Intuit Forum", and carefully linking the objectives of its multiple high-performing teams, the bureaucratic obstacles that once stood between Intuit's specialized elements were replaced by a common vision of success.
The drivers differ region to region and person to person, but employee engagement is largely about social connections happening in organizations and aligning work experiences with employees' cultural needs.
