defensive definition
defensive reasons) and as a means of facilitating shareholder engagement and activism (‘offensive’ reasons).238
defensive. The beginning stage of loss of rationality. At this stage an individual often becomes belligerent and challenges authority. (examples from group)
2. Anxiety Defensive 1. Supportive
defensive means “made or carried on for the purpose of resisting attack.”
More Definitions of defensive
defensive means asserted by defendant
defensive organizations, providing the means whereby workers could counter the overwhelming power over their lives which employers enjoyed.
defensive part of restructuring means basically taking measures aiming to reduce costs and scale down enterprise activity : cutting the obsolete production lines, shedding labour, getting rid of non-productive assets, etc. These measures are defensive in the sense that their primary goal is the immediate survival of the enterprise. Defensive restructuring does not as such necessarily imply the existence of a strategy for reorienting the enterprise s activity under the new economic conditions. It may be done as a result of survival-oriented behaviour of managers and workers. However, it may also constitute the painful but necessary initial ingredient of a long term strategic plan aiming at maximizing the enterprise s value.
defensive means utilizing intellectual property to protect the foundation of the Group’s mission to circulate all forms of value. For example, the Company’s on-demand work service offers a feature that enables businesses to connect with workers who have worked for that business in the past and invite them to work for the business again. The Company has selected this feature as important technology and has already acquired a patent. By building an intellectual property network through actions such as acquiring patents for features in development, the Company aims to maximize opportunities for business growth. This will help ensure that the Company is not left in an unfavorable position compared to its competitors.
defensive to a “defensible” or “enabling approach”. This meant that activities, previously deemed too risky or even impossible could now, with some persistence and creative thinking (in addition to agreement from the care coordinator and additional support from staff) potentially take place, with enormous wellbeing, social and health benefits for the customer. core 74% Two staff on shift and on site 24 hours. Duties include providing routine support, responding to crises, dealing with unplanned events, ensuring health and safety is met, witnessing medication. Coventry Road needs to remain high support for people with severe, enduring and complex mental health needs. flexi 26% Comprising: 8% Cash allocation £40 per customer per week to purchase support externally. No customer has chosen to purchase traditional forms of support, such as personal assistants or support work. The allocation can be saved up over a number of weeks to make a bigger purchase, as long as this is signed off in their personalised plan. Existing staff vacancies were frozen and the money earmarked for those salaries transferred to the customer cash allocation. Total sum divided equally by 20 customers. 18% Flexible support hours 3.5 hours of one to one support time per customer per week, over and above core. Delivered by Coventry Road staff at a time the customer chooses to help achieve outcomes in their personalised plans. Amount remaining when core and cash had been allocated. During the trial, customers created their own personalised plans detailing how they wanted to change their lives and how they would use the flexible support hours and cash to do so. The plans were signed off jointly by the manager and the LBTH transformation lead officer. Under this approach, what constitutes support was interpreted broadly – as long as it was legal, affordable and reasonably practical. Importantly, it also needed to meet the customer’s assessed and eligible needs. Care planning and support planning with the customer’s psychiatrist and care coordinator still took place. As the trial progressed, and the clinicians started to see the positive impacts on customers of the person-centred approach, the two systems have started to converge.