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Organizational

Of practical as well as theoretical interest, this book shows how general concepts can help solve specific organizational problems. [Pg.444]

Early investigators grouped alkaloids according to the plant families in which they are found, the stmctural types based on their carbon framework, or their principal heterocycHc nuclei. However, as it became clear that the alkaloids, as secondary metaboUtes (30—32), were derived from compounds of primary metabohsm (eg, amino acids or carbohydrates), biogenetic hypotheses evolved to link the more elaborate skeletons of alkaloids with their simpler proposed pregenitors (33). These hypotheses continue to serve as valuable organizational tools (7,34,35). [Pg.534]

FoodNutrition Meeting Report, Ser. No. 52, Pood and Agricultural Organizational, World Health Organization, Rome, 1973. [Pg.472]

The HAZOP procedure, performed by committee, is mostiy an organizational one. There is Httie technology associated with the process. The HAZOP approach is capable of identifying hundreds of items for a reasonably complex process. This information must be organized and managed properly. [Pg.471]

Seven of the tools of quahty have been summarized (43). The first tool is a flow chart, used to help understand the organizational flow of a procedure or process. A flow chart should be constmcted with the fiiU participation of the people who do the work. Its principal benefit is to enable teams, such as problem-solving or productivity improvement teams, to reach a common vision of the work flow. Its use enables the improvement effort to begin with this common understanding. Figure 3 contains an example for manufacture of a polymeric material. [Pg.369]

Is R D s role in the business understood Are technology plans developed and broadly understood Are R D resources organized in the best way to carry out its mission Is the organizational climate assessed Does the organization have measures for success Does the organization learn Audits in place ... [Pg.131]

Planning. Through planning, technology managers estabUsh objectives, develop the rationale for these objectives, and estimate the resources required over time to succeed at the strategic business, R D organizational, and project levels. [Pg.131]

Professional Identification. Many technical professionals identify as strongly with their professions as with their company. Conflicts arise when organizational goals are not aligned with professional goals and the promotion of technical excellence. [Pg.132]

Is there a documented organizational chart showing departmental responsibilities at the facility If so, please attach along with a summary of technical, analytical, HS E professional staff (for example, number of process engineers, project engineers, production engineers). ... [Pg.153]

Draw an organizational chart for an air pollution organization with a number of plants limited by budget to three professional persons. [Pg.443]

Creation of organization to promote PTPM. The PTPM promotional structure is based on an organizational matrix. Obviously, the optimal organizational structure would change from organization to organization. [Pg.728]

With 50 articles, organization of the book was difficult certain techniques could equally well have appeared in more than one place. The organizational intent of the Editors was to group techniques that have a similar physical basis, or that provide similar types of information. This is not the traditional organization of an encyclopedia, where articles are ordered alphabetically. Such ordering seemed less useful here, in part because many of the techniques have multiple possible acronyms (an Acronyms Glossary is provided to help the reader). [Pg.764]

All testing to support notification must be performed by methods specified in Annex V to Directive 79/831/EEC and in accordance with the principles of good laboratory practice (GLP). GLP is concerned with the organizational processes and conditions under which laboratory studies are planned, performed, monitored, recorded and reported. [Pg.459]

EC poliey is that waste oils from use as lubrieants should be reeyeled or used as fuel as far as possible. Some EC eountries have a more regulated organizational framework for eolleetion and... [Pg.529]


See other pages where Organizational is mentioned: [Pg.2]    [Pg.960]    [Pg.1331]    [Pg.518]    [Pg.534]    [Pg.372]    [Pg.89]    [Pg.125]    [Pg.127]    [Pg.130]    [Pg.132]    [Pg.132]    [Pg.132]    [Pg.290]    [Pg.460]    [Pg.2172]    [Pg.2172]    [Pg.2324]    [Pg.2554]    [Pg.248]    [Pg.23]    [Pg.256]    [Pg.289]    [Pg.303]    [Pg.14]    [Pg.151]    [Pg.428]    [Pg.430]    [Pg.431]    [Pg.431]    [Pg.431]    [Pg.535]    [Pg.940]    [Pg.346]    [Pg.301]    [Pg.644]    [Pg.360]   
See also in sourсe #XX -- [ Pg.155 ]




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Accidents organizational factors

Analyzing Risks to Organizational Assets

Architecture, organizational

Assessing the Organizational Culture

Behaviour organizational

Blocks organizational

Boundaries organizational

CDIO Program as an Example of Organizational and Cultural Change

Communication Formal Organizational

Competitiveness, organizational

Compliance organizational culture

Criticality of Assets in Meeting Organizational Goals

Culture organizational

Culture, organizational, human factors

Data collection organizational factors

Design, organizational

Development organizational

Documentation from the Organizational Point of View

Employee Perceptions of Organizational Processes Selection, and Training

Employees organizational responsibilities

Environmental organizational structure

Errors organizational

Ethically responsible engineers organizational

Framework organizational

Hazard Analysis to Identify Organizational and Programmatic Risks

Health care organizational changes

Human error organizational levels

Human resource management organizational culture

Indicators technical-human-organizational

Inter-organizational boards

Inter-organizational collaboration

Introduction Organizational Aspects of the Columbia Disaster

Key Success Factors that Promote Organizational and Cultural Change

Leadership organizational priorities

Learning organizational

Legal basis, organizational structure and authority

Management organizational culture, safety

Managing the Organizational Context

Measures organizational

Measures organizational/technical

Monolayer organizates

Monolayer organizates transfer

Multiple Approaches to Deal with Organizational Risk

Needs organizational

Nine Dimensions of Organizational Culture

ORGANIZATIONAL CONCERNS

Objective organizational

Operational risk management organizational culture

Operations organizational performance

Organization organizational change

Organization organizational health management

Organizational Culture Diagnostic

Organizational Culture Diagnostic Instrument—

Organizational Culture The Gods of Management

Organizational Dynamics

Organizational Environment and the Safety Culture

Organizational Functions That Support Accident Prevention

Organizational Health Survey

Organizational Levels of Biomacromolecular Structures

Organizational Location

Organizational Management and Safety

Organizational Preventive Practices

Organizational Responsibilities

Organizational Sentencing

Organizational Sentencing Guidelines

Organizational Structure and Behavior

Organizational Toxicity

Organizational accidents

Organizational analysis

Organizational analysis development

Organizational and Cultural Change

Organizational and Human Factors

Organizational and Social Factors

Organizational and administrative aspects

Organizational aspects

Organizational behavior of embedded lead users

Organizational behavior of individuals

Organizational behavior, defined

Organizational behaviour modification

Organizational capabilities

Organizational capabilities collaboration

Organizational capabilities competences

Organizational capabilities learning

Organizational change

Organizational change management activities

Organizational change model

Organizational change, timing

Organizational charts

Organizational citizenship

Organizational citizenship behavior

Organizational climate

Organizational commitment

Organizational communication

Organizational complexity

Organizational concepts

Organizational considerations

Organizational culture application

Organizational culture artifacts

Organizational culture assessment

Organizational culture attributes

Organizational culture change management

Organizational culture changing

Organizational culture characteristics

Organizational culture components

Organizational culture cultural change

Organizational culture cultures

Organizational culture defined

Organizational culture definition

Organizational culture employee involvement

Organizational culture engineering

Organizational culture hazards

Organizational culture involvement

Organizational culture leadership

Organizational culture management

Organizational culture measurability

Organizational culture model

Organizational culture nine dimensions

Organizational culture prevention

Organizational culture relationships

Organizational culture rules

Organizational culture safety practices

Organizational culture standards

Organizational culture system

Organizational culture, meaning

Organizational culture/climate

Organizational culture: creating

Organizational data

Organizational design issues

Organizational differences

Organizational dimensions

Organizational dimensions defined

Organizational dimensions perceptions

Organizational distance

Organizational ecology

Organizational effects, human factors

Organizational engineering

Organizational ergonomics

Organizational factors

Organizational factors chemical processing industry

Organizational factors generally

Organizational form

Organizational form function, organizing

Organizational form market, organizing

Organizational form product, organizing

Organizational freedom

Organizational goals

Organizational health and safety responsibilities

Organizational identification

Organizational infrastructure

Organizational integration requirements

Organizational interfaces

Organizational interfaces documenting

Organizational international

Organizational invariance

Organizational issues

Organizational leaders

Organizational levels

Organizational levels action

Organizational levels biomarkers

Organizational levels expression

Organizational linkage

Organizational management theory

Organizational metaphysical realism

Organizational model

Organizational names

Organizational needs analyses

Organizational networking

Organizational networking communication

Organizational networking interactions

Organizational networking network community

Organizational norms

Organizational overview

Organizational performance

Organizational personnel

Organizational perspective

Organizational plan

Organizational planning

Organizational principles

Organizational processes

Organizational provisions

Organizational psychologists

Organizational psychology

Organizational readiness analysis

Organizational relationships

Organizational resistance

Organizational resources

Organizational risks

Organizational routines

Organizational safety

Organizational safety measures

Organizational scope drift

Organizational skills

Organizational skills, effect

Organizational spread

Organizational standards

Organizational stress

Organizational structure

Organizational structure centralization

Organizational structure departmentalization

Organizational structure for the concepts

Organizational structure formalization

Organizational structure informal

Organizational structure laboratory

Organizational structure leadership behavior

Organizational structure mechanistic

Organizational structure organic

Organizational structure, management

Organizational structure, system safety

Organizational structure, system safety integration

Organizational structures A story of evolution

Organizational structures matrix

Organizational structures, plant engineering

Organizational surveys

Organizational sustaining systems

Organizational transformation

Organizational values and norms

Organizational versus Activational Effects of Endocrine Toxicants

Patient safety organizational causes

Perceived organizational support

Personnel Organizational culture)

Pharmaceutical industry organizational structure

Position within organizational

Procedures organizational

Programmes and organizational aspects

Purchasing Strategies that Support Organizational Goals and Objectives

Research organizational structure

Safety outcomes organizational influence

Safety performance organizational culture

Sites managers organizational responsibilities

Standards organizational aspects

Strategies to integrate OHS into organizational quality management systems

Supply chain processes organizational culture

Technical and organizational prerequisites

Technical organizational

The Organizational Scope of Reporting Varies Substantially

The Organizational Sentencing Guidelines

The Use of Fluorescence Lifetimes for Membrane Organizational Studies

Theories of organizational change

Tolerability, organizational

Tolerability, organizational culture

Traditional Organizational Structure

Transfer of need knowledge across organizational boundaries

Transparency organizational

Typical organizational chart

Typical organizational responsibilities

University as an Instance of Organizational Change

Using STPA on Organizational Components of the Safety Control Structure

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