Sentence examples for organizational expectations from inspiring English sources

The argument here is that while user satisfaction may not "cause" performance per se, it indicates that the new system has met individual and organizational expectations [ 20] and, in turn, that the performance improvements expected from its use should ensue [ 21].

At the same time, the sociology of organizations recommends to compensate for the blindness of management routines by "routinely suspecting" that organizational expectations are incomplete.

The chapter provides definitions of "human reliability" and "design-induced human unreliability" in terms of organizational expectations and the application of existing Human Factors standards to the design of work systems.

Findings include identification of six change management factors that contribute to minimizing resistance to change, including certain aspects of project scope, size and duration, organizational expectations of change implementation speed, the establishment of formal change agents, and the level of change agent involvement with implementation activities.

Improving motivation usually starts with setting high organizational expectations and by knowing an individual's motivational profile.

3. Aligning CoPKM's activities and products to individual and organizational expectations of benefit.

However, the ability of the junior clinical team for undertaking such tasks is limited [ 13, 14, 35, 36], and there is a dichotomy between the organizational expectation from juniors to follow official policy and the social and contextual norm of adhering to "prescribing etiquette" set by one's senior colleagues in their clinical groups, as the evidence in this study suggests.

Because of these challenges, the move from a traditional hierarchy to a matrix system typically requires the adoption of new information and communication technologies, as well as a concentrated effort to reform the organizational culture and expectations of members.

Organizational-level barriers to EIDM, as cited in the literature and observed in our own work, include unclear organizational values and expectations for EIDM and inadequate resources or infrastructure to access evidence [ 16, 20].

However, cultural differences, unrealistic expectations, organizational constraints, and ongoing ethical and data-sharing violations can create barriers that stifle or end effective partnerships between universities and sovereign tribal nations (Wong and Poon 2010).

Better patient safety grades were associated with higher scores on supervisor/manager expectations, organizational learning and continuous improvement, teamwork within hospital units, feedback and communication about errors, staffing, and hospital management support for patient safety and hospital handoffs and transitions.