Sentence examples for failure of organizations from inspiring English sources

Professor Greenlee — joined in the report by Mary Fischer of the University of Texas at Tyler, Teresa P. Gordon of the University of Idaho and Elizabeth K. Keating of Boston College — said the failure of organizations to punish those who steal from them was perhaps one of the biggest reasons for fraud in the sector.

In order to survive in the competitive world economy, the effective implementation of projects and programs will ultimately determine the success or failure of organizations.

One of the most significant reasons for the failure of organizations to develop new software products in-house is the absence of anything that a design professional would recognize as an explicit design process.

Though this is not legally required for privately funded research, the failure of organizations to voluntarily adopt the Common Rule or a similar standard of behavior raises questions about the integrity of their research programs.

Common errors include lack of attention to detail, poor communication, failures of organization, lack of knowledge, failure to appreciate clinical urgency, insufficient supervision and failure to seek advice.

Already frustrated last year by the slowness of reconstruction and the failure of aid organizations to reach the more remote areas, the American military decided last fall to use military civil affairs teams to take reconstruction efforts to the turbulent regions.

And those hunting for Mr. Hussein overcame another problem that played a role in 9/11: the failure of intelligence organizations -- C.I.A., National Security Council, F.B.I. and military intelligence -- to share information, because security rules prevented analysts from talking to one another.

Teitelbaum also examines the failure of the organizations that ostensibly represent America's scientists, engineers, and technical workers to mount even the puniest defense of those workers' interests.

The failure of many organizations is due to crisis denial that does not stimulate taking further actions or a result of cultural rigidity; while management is busy managing day-to-day operations, crises build up slowly.

Executive Director Ben Smilowitz says the failure of aid organizations to respond quickly to the epidemic is different from donor nations promising aid that never materialized.

The success or failure of an organization often depends on whether it can clearly identify its goals and align the interests of managers and employees to serve them.