netrashetty
Netra Shetty
Organisational Structure of Texas Instruments : Texas Instruments Inc. (NYSE: TXN), widely known as TI, is an American company based in Dallas, Texas, United States,[5] renowned for developing and commercializing semiconductor and computer technology. TI is the No. 4 manufacturer of semiconductors worldwide after Intel, Samsung and Toshiba, the No. 2 supplier of chips for cellular handsets after Qualcomm, and the No. 1 producer of digital signal processors (DSPs) and analog semiconductors, among a wide range of other semiconductor products.[6] In spring 1986, the company was the 13th firm to register its domain name, TI.com. In 2010, the company was listed at number 223 on the Fortune 500.
CEO
Richard Templeton
Director
Christine Whitman
Director
Pamela Patsley
Director
Carrie Cox
Director
Stephen MacMillan
Director
Ruth Simmons
Director
Daniel Carp
Director
Wayne Sanders
Director
Ralph Babb
Director
James Adams
Director
David Boren
Director
David Goode
CFO
Kevin March
Embedded Processing & Custom...
BC
Wireless Terminals
GD
Application Specific Produc...
MH
Communications & Investor Re...
TW
Human Resources
DW
Power
SK
Analog
GL
Legal & Secretary
JH
Digital Products
KN
Education Technology
ML
Technology & Manufacturing
KR
Sales & Marketing
JS
Youth Contribution and Collaboration
A critical component of the youth development framework is providing youth with opportunities for contribution and collaboration. This means: allowing youth to contribute their ideas for programs, services and special events and projects. Set up youth advisory councils and committees. Create volunteer and paid opportunities for youth. Develop community service projects in which youth plan and implement the tasks. Involve youth in advocacy efforts. Encourage youth to participate in civic events, forums and town hall meetings. Sponsor voter registration drives in collaboration with youth. Youth should also play a role in planning activities, decorating the space and orientating new youth to the program. Provide youth with membership cards, buttons or t-shirts to create a sense of ownership and identification with the program.
5. Supportive Relationships
All youth need adults in their lives who care about them and support them in their dreams, goals and aspirations. It is essential that the organization and its staff provide a caring climate where every young person has someone who he can talk to, tracks her progress, helps him set goals and connects her with resources when necessary. Second, there should be strategies in place for parental involvement and for parents to talk to staff about their concerns and challenges. Third, interactions with youth should be respectful, positive and appropriate. Fourth, there should be some degree of staff consistency. Lastly, confidentiality procedures should be clear and communicated to all youth.
6. High Expectations and Clear Limits
Youth service providers should have high expectations for youth and should model these expectations by way of their behavior at work. Focus on strengths. Clear limits should be set with consequences other than expulsion. All youth should receive a copy of the organization's written code of conduct and staff should thoroughly go over the rules. Create ownership of the rules by setting up a youth court to help deal with problematic behavior.
7. Activities That Are Engaging and That Foster Learning
The organization should provide programs, services and activities that promote cognitive, social and emotional development. Build critical thinking, decision making, team building and problem solving skills into group and individual activities. Provide life skills training on topics such as: money management, employment readiness, time management and other important life skills. Make sure that activities are developmentally and age appropriate for your target group. Make learning interesting by fostering curiosity and creativity.
Establishing a sense of urgency
Creating the guiding coalition
Developing a vision and strategy
Communicating the change vision
Empowering employees for broad-based action
Generating short-term wins
Consolidating gains and producing more change
Anchoring new approaches in the culture
In an article published in the March/April issue of the Harvard Business Review called “Leading Change: Why Transformation Efforts Fail,” Kotter cautions that the process of change requires a “considerable amount of time” and will fail overall without success in each step.
Change Management for Nonprofits
For many organizations, the status quo is no longer a viable option. Nonprofit organizations historically adopting a less formal approach to change may wish to consider a more structured approach such as those outlined above.
CEO
Richard Templeton
Director
Christine Whitman
Director
Pamela Patsley
Director
Carrie Cox
Director
Stephen MacMillan
Director
Ruth Simmons
Director
Daniel Carp
Director
Wayne Sanders
Director
Ralph Babb
Director
James Adams
Director
David Boren
Director
David Goode
CFO
Kevin March
Embedded Processing & Custom...
BC
Wireless Terminals
GD
Application Specific Produc...
MH
Communications & Investor Re...
TW
Human Resources
DW
Power
SK
Analog
GL
Legal & Secretary
JH
Digital Products
KN
Education Technology
ML
Technology & Manufacturing
KR
Sales & Marketing
JS
Youth Contribution and Collaboration
A critical component of the youth development framework is providing youth with opportunities for contribution and collaboration. This means: allowing youth to contribute their ideas for programs, services and special events and projects. Set up youth advisory councils and committees. Create volunteer and paid opportunities for youth. Develop community service projects in which youth plan and implement the tasks. Involve youth in advocacy efforts. Encourage youth to participate in civic events, forums and town hall meetings. Sponsor voter registration drives in collaboration with youth. Youth should also play a role in planning activities, decorating the space and orientating new youth to the program. Provide youth with membership cards, buttons or t-shirts to create a sense of ownership and identification with the program.
5. Supportive Relationships
All youth need adults in their lives who care about them and support them in their dreams, goals and aspirations. It is essential that the organization and its staff provide a caring climate where every young person has someone who he can talk to, tracks her progress, helps him set goals and connects her with resources when necessary. Second, there should be strategies in place for parental involvement and for parents to talk to staff about their concerns and challenges. Third, interactions with youth should be respectful, positive and appropriate. Fourth, there should be some degree of staff consistency. Lastly, confidentiality procedures should be clear and communicated to all youth.
6. High Expectations and Clear Limits
Youth service providers should have high expectations for youth and should model these expectations by way of their behavior at work. Focus on strengths. Clear limits should be set with consequences other than expulsion. All youth should receive a copy of the organization's written code of conduct and staff should thoroughly go over the rules. Create ownership of the rules by setting up a youth court to help deal with problematic behavior.
7. Activities That Are Engaging and That Foster Learning
The organization should provide programs, services and activities that promote cognitive, social and emotional development. Build critical thinking, decision making, team building and problem solving skills into group and individual activities. Provide life skills training on topics such as: money management, employment readiness, time management and other important life skills. Make sure that activities are developmentally and age appropriate for your target group. Make learning interesting by fostering curiosity and creativity.
Establishing a sense of urgency
Creating the guiding coalition
Developing a vision and strategy
Communicating the change vision
Empowering employees for broad-based action
Generating short-term wins
Consolidating gains and producing more change
Anchoring new approaches in the culture
In an article published in the March/April issue of the Harvard Business Review called “Leading Change: Why Transformation Efforts Fail,” Kotter cautions that the process of change requires a “considerable amount of time” and will fail overall without success in each step.
Change Management for Nonprofits
For many organizations, the status quo is no longer a viable option. Nonprofit organizations historically adopting a less formal approach to change may wish to consider a more structured approach such as those outlined above.
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