netrashetty
Netra Shetty
Sterling Ledet & Associates, Inc. is a chain of United States software training centers incorporated in the state of Georgia on August 29, 1996.[1] The company is an authorized training provider for Adobe Systems,[2] Quark, Inc.,[3] and Apple Inc..[4]
The company's focus is on graphic arts software training and related professional services for use in web, print, video, and multimedia applications. It provides both publicly scheduled classes in cities across the United States and privately scheduled, custom training. Classes are instructor-led, hands-on workshops typically two to three days in length.
The headquarters of the company is in Tucker, Georgia, a suburb of Atlanta. One of the Denver training centers of the company is operated for Quark, Inc.[5] The company has also operated training centers for Apple,[6] and Enovation, a Fujifilm company. It is a member of the Adobe Solutions Network training center program, the QuarkAlliance program, and the Apple Authorized Training Center (AATC) program.
Noteworthy instructors for the company include Dan Margulis, author of Professional Photoshop. The company principal and CEO is Sterling Ledet, board member of the Atlanta Chapter of Entrepreneurs' Organization.
CEO
Mike Azancot
Chairman of the Board
Walter DeBoni
Director
Robert Carter
Director
Soon Kong Teck
Director
Rajendra Agrawal
Director
Graeme Phipps
Director
Stewart Gibson
Director
David Miller
CFO
David Blewden
Treasurer, Secretary
SC
Netherlands & France
SB
Romania
MB
Exploration
DF
Operations
JR
During this transition, organizations need to create scalable processes, implement enterprise-wide systems, and potentially redefine their organizational structure. When faced with a lot of changes, it is important to prioritize them in a way that an organization can understand and execute against.
To do this, executives often structure changes under the CWR framework, where
Crawl changes are immediate quick wins. They can be implemented easily and lay the groundwork for bigger, more impactful changes down the road.
Walk changes are near-term. These have a longer time frame than the Crawl changes. These may included process changes, easy IT upgrades, or headcount changes.
Run changes are long-term objectives. In the Run state, an organization will embrace world class leading practices. These changes may include an ERP implementation, a organizational restructure, or adoption of an outsourcing model.
An informal communication structure used relaxed communication channels that are not specifically used for organizational information. This includes employee communication “through the grapevine” that comes from social and personal interests rather than formal organization requirements. The four categories in informal communication structure are Scheduled Communication, Intended Communication, Opportunistic Communication, and Spontaneous Communication. Scheduled is planned communication such as a division lunch outing. Intended Communication is when an employee seeks out other to discuss topic.
An example would be finding co-worker for specific information on issue. Opportunistic Communication happens when employee sees someone and remembers to discuss issue such as passing co-worker in hallway and remembering something. Spontaneous Communication occurs between two people by chance that starts a conversation such as two employees out for a drink see a news report about an issue they are dealing with at work and they start to talk about it.
Internal Communication
Organizational communication encompasses many aspects of communication including internal communication and external communication. Internal communication refers to the communication used mostly by employees inside the organization. External communication is communication through media and with customers or the general public and includes marketing, public relations, investor relations, and corporate advertising.
The company's focus is on graphic arts software training and related professional services for use in web, print, video, and multimedia applications. It provides both publicly scheduled classes in cities across the United States and privately scheduled, custom training. Classes are instructor-led, hands-on workshops typically two to three days in length.
The headquarters of the company is in Tucker, Georgia, a suburb of Atlanta. One of the Denver training centers of the company is operated for Quark, Inc.[5] The company has also operated training centers for Apple,[6] and Enovation, a Fujifilm company. It is a member of the Adobe Solutions Network training center program, the QuarkAlliance program, and the Apple Authorized Training Center (AATC) program.
Noteworthy instructors for the company include Dan Margulis, author of Professional Photoshop. The company principal and CEO is Sterling Ledet, board member of the Atlanta Chapter of Entrepreneurs' Organization.
CEO
Mike Azancot
Chairman of the Board
Walter DeBoni
Director
Robert Carter
Director
Soon Kong Teck
Director
Rajendra Agrawal
Director
Graeme Phipps
Director
Stewart Gibson
Director
David Miller
CFO
David Blewden
Treasurer, Secretary
SC
Netherlands & France
SB
Romania
MB
Exploration
DF
Operations
JR
During this transition, organizations need to create scalable processes, implement enterprise-wide systems, and potentially redefine their organizational structure. When faced with a lot of changes, it is important to prioritize them in a way that an organization can understand and execute against.
To do this, executives often structure changes under the CWR framework, where
Crawl changes are immediate quick wins. They can be implemented easily and lay the groundwork for bigger, more impactful changes down the road.
Walk changes are near-term. These have a longer time frame than the Crawl changes. These may included process changes, easy IT upgrades, or headcount changes.
Run changes are long-term objectives. In the Run state, an organization will embrace world class leading practices. These changes may include an ERP implementation, a organizational restructure, or adoption of an outsourcing model.
An informal communication structure used relaxed communication channels that are not specifically used for organizational information. This includes employee communication “through the grapevine” that comes from social and personal interests rather than formal organization requirements. The four categories in informal communication structure are Scheduled Communication, Intended Communication, Opportunistic Communication, and Spontaneous Communication. Scheduled is planned communication such as a division lunch outing. Intended Communication is when an employee seeks out other to discuss topic.
An example would be finding co-worker for specific information on issue. Opportunistic Communication happens when employee sees someone and remembers to discuss issue such as passing co-worker in hallway and remembering something. Spontaneous Communication occurs between two people by chance that starts a conversation such as two employees out for a drink see a news report about an issue they are dealing with at work and they start to talk about it.
Internal Communication
Organizational communication encompasses many aspects of communication including internal communication and external communication. Internal communication refers to the communication used mostly by employees inside the organization. External communication is communication through media and with customers or the general public and includes marketing, public relations, investor relations, and corporate advertising.
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