"organizational know-how" is a correct and commonly used phrase in written English.
It refers to the skills, knowledge, and expertise needed to effectively manage and operate an organization or business. You can use "organizational know-how" in a sentence when describing someone's abilities or experiences in managing or leading a company or team. For example: - Sarah's years of experience in project management and her strong organizational know-how make her a valuable asset to our team. - The company's success can be attributed to their strong organizational know-how and efficient workflow processes. - John was promoted to CEO due to his extensive background in business management and his strong organizational know-how.
And there's a plethora of economic-policy expertise and organizational know-how that they're failing to take advantage of.
The Red Command's founders picked up some organizational know-how and a few social ideas from their fellow-inmates.
General Electric taps experienced managers to integrate new acquisitions giving them a change of scene and bringing to bear their extensive organizational know-how.
The first test of Mr. Romney's strength and organizational know-how will be during the Iowa caucuses in early January, where social conservatives and evangelicals play an outsize role and where some wonder if his Mormon faith could hurt him.
Sigmund Rosen, 77, a group member who met Mr. Hetland in the late '60s, said his scholarly temperament and organizational know-how helped Renaissance music survive in New York.
John Challenger, chief executive of Challenger Gray, says it is important to analyze your underlying strengths, like organizational know-how or people skills, that can be exploited no matter where you land.
The resources and capabilities for innovation strategies explored included: know-how, organizational structure design, organizational culture, how projects are done and entrepreneurial capacity.
In fact, projects are an important source of expert know-how and organizational knowledge, but lessons-learned from them are not systematically incorporated into subsequent projects, evidencing a lack of knowledge management and learning culture in local construction companies.
An exception is Smith [ 7], who argued that the three most important intangible assets in healthcare are reputation, employee know-how, and organizational culture.
But the Manhattan Project, he writes, was "a gigantic industrial and engineering construction effort... rapidly accomplished, using unorthodox means, and dealing in uncertain technologies.... Without Groves's organizational and managerial skills, and construction know-how, the project would have taken longer to accomplish, or perhaps even failed".
In addition to averting political fallout and organizational trauma, Electrolux would then retain valuable know-how and bypass the start-up problems of building from scratch.
