The phrase "alignment manager" is correct and usable in written English.
It can be used in contexts related to project management, organizational roles, or software development, where someone is responsible for ensuring alignment among team members or project goals.
Example: "The alignment manager will coordinate between departments to ensure that everyone is on the same page regarding project objectives."
Alternatives: "coordination manager" or "synchronization manager."
It is tempting to rationalize these arrangements by saying that they ensure an alignment of managers and shareholders: Managers win only when shareholders win.
We examine the effect of chief executive officer (CEO) compensation incentives on corporate cash holdings and the value of cash to better understand how compensation incentives designed to enhance the alignment of manager and shareholder interests could influence stockholder-bondholder conflicts.
With the alignment matrix, managers create a compact and visual representation of interfaces and interactions that allows them to diagnose how their organization addresses design interfaces.
The more of a family's wealth that is tied up in the business the closer the alignment of managers' and shareholders' interests.
Just as freedom from accountability has a tendency to make shareholders indifferent to broader and longer-term considerations, so agency theory's recommended alignment between managers' interests and those of shareholders can skew the perspective of the entire organization.
Further, these charts don't say anything about the alignment of managers' and shareholders' interests with those of society or taxpayers.
Here we see more evidence of compensation that is less sensitive to shareholder gains, but by and large the evidence is consistent with an alignment of managers' and shareholders' interests.
Manager alignment on a strengths initiative is crucial because managers are ultimately responsible for developing workers based on strengths.
In fact, personal compacts in place at the time actually blocked change because there was little alignment between senior managers' statements and the practice and attitude of lower-level managers and their subordinates.
Keeping data scientists in close alignment with product managers, user researchers, and business leads, and ensuring that part of their role is to dig in on the data directly to understand users and their needs will help.
