Cultural Change Sample Clauses

Cultural Change. The research and academic system was described as a “male system” optimized to train excellent male scientists in physics and not well suited to train female scientists. The fundamental aspects of being a successful scientist were described as optimized for a person without any responsibility towards children or family. The increase in female research group leaders in postdocs at MPG as well as the general aim to increase the number of female physicists makes it clear, that cultural change is needed.
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Cultural Change. Seventh printing 1992. Cambridge and Oxford: Xxxxxxxxx Publisher. Xxxxxx, Xxxxx and Xxxxxx Xxxx. 2012. “The Enchantment of Infrastructure”. Mobilities, 7 (4): 521 – 536. Xxxxx, Xxxxxxxxx. 2008. “The Salafi Madrasas in Indonesia”. In The Madrasa in Asia: Political Activism and Transnational Linkage, eds. Xxxxxx X. Xxxx, Xxxxxxxx Xxxxxx, and Xxxxxx Xxx Xxxxxxxxxx, 247--274. Amsterdam: Amsterdam University Press. Hasil Muktamar NU ke-27 Situbondo. 1986. Nahdlatul Ulama Kembali ke Khittah Perjuangan 1925. Semarang: Sumber Barokah. Xxxxxx, Xxxxx. 1969. Soal Djawab tentang Berbagai Masalah Agama. Bandung: Diponegoro. Xxxxxx, Xxxxxxx. 2012. “Creating Culture for the New Nation: South Sulawesi, 1950- 1965. In Heirs to World Culture: Being Indonesian 1950-1955, ed. Xxxxxxxx Xxxxxxx and Xxxx X.X. Xxxx, 343-372. Leiden: KITLV Press. Xxxxxx, Xxxxxx X. 1995. Geger Tengger: Perubahan Sosial xxx Perkelahian Politik. Yogyakarta: LKiS. ---------. 1998. “Multiple modernities: Christianity, Islam, and Hinduism in a globalizing age”. Annual Review of Anthropology, 27: 83-104. -------. 2000. Civil Islam: Muslims and Democratization in Indonesia. Princeton and Oxford: Princeton University Press. -------. 1997. “Islamization and Democratization in Indonesia’. In Islam in an Era of Nation-State, ed. Xxxxxx X. Xxxxxx and Xxxxxxxx Xxxxxxxxx, 75-128. Honolulu: University of Hawai’i Press.
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Cultural Change. The agreed measures for improved productive performance cannot be achieved without the development of an improved culture and awareness. High levels of ownership and engagement are integral in this process. The parties are committed to achieving this through the development of work cells/teams across the operation. The work cells/ teams will be involved in: • developing a positive attitude; • accepting change • initiating change • making suggestions to achieve change through the formal suggestion system; • taking advantage of training and advancement wherever possible; • identifying and solving problems at the closest point of action; • understanding that the success of the enterprise relies on exceptional customer service.
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Cultural Change. Recommend a range of tools and processes that should be undertaken during the implementation phase.
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Cultural Change. No doubt the focus of this commitment is to create a cultural change within the school district. Often a cultural change in any organization is vested in policy and procedures. Both of which are desirable elements of the organization. A cultural change that is sustainable over time must also include a focus upon both personal preferences and deeply embedded belief systems held by those within the organization. With this in mind, this proposal will explore opportunities for stakeholders of the Xxx Summit X-0 Xxxxxxxx to exercise professional development regarding equity from a balance of both an affective domain – one of attitudes, assumptions, and opinions – and the cognitive domain one of analysis, causation, and application. Our work over the past eighteen years has been benchmarked by this dual focus upon equity and the creation of a culturally responsive classroom and school. Therefore, our working definition for an initiative of this nature includes the following:
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Cultural Change. We have not done any work on creating an engaged and empowered culture within the organisation, where staff are allowed to challenge. A blame and fear culture exists – where people are scared to challenge inappropriate behaviours from both senior officers and Ministers. We do not have an open culture. Creating the right environment for an organisation to flourish is a key role for any modern HR function.
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Cultural Change. Work with all members of the PGME, Departmental and Executive teams to motivate the junior and senior medical staff at SCGOPHCG to change the way we look at working within the health care system, aiming to improve the care we provide for our patients and the approach we take to our own staff with dignity, compassion and kindness.
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Related to Cultural Change

  • Cultural Heritage 1. The IVG shall monitor and verify the preservation of cultural heritage in the Old City in accordance with the UNESCO World Cultural Heritage List rules. For this purpose, the IVG shall have free and unimpeded access to sites, documents, and information related to the performance of this function.

  • Cultural ceremonial leave may be taken as whole or part days off. Each day or part thereof, shall be deducted from:

  • Change Management BellSouth provides a collaborative process for change management of the electronic interfaces through the Change Control Process (CCP). Guidelines for this process are set forth in the CCP document as amended from time to time during this Agreement. The CCP document may be accessed via the Internet at xxxx://xxx.xxxxxxxxxxxxxxx.xxxxxxxxx.xxx.

  • CULTURAL DIVERSITY The Cultural Diversity Requirement generally does not add units to a student's program. Rather, it is intended to be fulfilled by choosing courses from the approved list that also satisfy requirements in other areas of the student’s program; the exception is that Cultural Diversity courses may not satisfy Culture and Language Requirements for B.S. students. For example, Anthropology 120 can fulfill (3) units of the Behavioral Science requirement and (3) units of the Cultural Diversity requirement. This double counting of a class may only be done with the Cultural Diversity requirement. Courses in Cultural Diversity may be taken at the lower-division or upper-division level. U . S . H I S T O R Y I N S T I T U T I O N A L R E Q U I R E M E N T HIS 120, 121, 270, 275

  • Cultural Competency 1. All program staff shall receive at least one (1) in-service training per year on some aspect of providing culturally and linguistically appropriate services. At least once per year and upon request, Contractor shall provide County with a schedule of in-service training(s) and a list of participants at each such training.

  • Cultural Competence A. The CONTRACTOR shall participate in the State's efforts to promote the delivery of services in a culturally competent manner to all beneficiaries, including those with limited English proficiency and diverse cultural and ethnic backgrounds, disabilities, and regardless of gender, sexual orientation or gender identity. (42 C.F.R. § 438.206(c)(2).)

  • Cultural Resources If a cultural resource is discovered, the Purchaser shall immediately suspend all operations in the vicinity of the cultural resource and notify the Forest Officer. Operations may only resume if authorized by the Forest Officer. Cultural resources identified and protected elsewhere in this contract are exempted from this clause. Cultural resources, once discovered or identified, are not to be disturbed by the Purchaser, or his, her or its employees and/or sub- contractors.

  • Crisis Management 1. The Parties reaffirm their commitment to cooperating in promoting international peace and stability.

  • Cultural cooperation 1. The aims of cultural cooperation will be: (a) to build on existing agreements or arrangements already in place for cultural cooperation; and (b) to promote information and cultural exchanges between the Parties. 2. The Parties will encourage and facilitate, as appropriate, the following activities, including, but not limited to: (a) dialogue on cultural policies and promotion of local culture; (b) exchange of cultural events and promote awareness of artistic works; (c) exchange of experience in conservation and restoration of national heritage; (d) exchange of experience on management for the arts; (e) protecting archaeological monuments and cultural heritage; (f) having a consultation mechanism between the Parties' culture authorities; and (g) cooperation in the audio-visual field, mainly coproduction and training programs in this sector and means of communication, including training, development and distribution activities.

  • Change Management Process If Customer or Oracle requests a change in any of the specifications, requirements, Deliverables, or scope (including drawings and designs) of the Professional Services described in any Statement of Work, the party seeking the change shall propose the applicable changes by written notice. Within forty-eight (48) hours of receipt of the written notice, each party’s project leads shall meet, either in person or via telephone conference, to discuss and agree upon the proposed changes. Oracle will prepare a change order describing the proposed changes to the Statement of Work and the applicable change in fees and expenses, if any (each, a “Change Order”). Change Orders are not binding unless and until they are executed by both parties. Executed Change Orders shall be deemed part of, and subject to, this Addendum. If the parties disagree about the proposed changes, the parties shall promptly escalate the change request to their respective senior management for resolution.

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