Executive Leadership Sample Clauses

Executive Leadership. The Caddo Transformation Next Zone shall have a fully dedicated, full time Transformation and Innovation Officer hired by the Caddo Parish School Board and reporting to the Caddo Parish Superintendent. This officer shall be evaluated annually based on progress toward the jointly approved and publicly reported goals of the Zone. The State Superintendent shall appoint a Liaison to the Zone, who shall regularly monitor and support the Zone, the Transformation Officer and the Advisory Council.
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Executive Leadership. The University of North Carolina at Charlotte has legal responsibility for compliance with the occupational safety and health standards.
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Executive Leadership. From and after the Effective Time, the executive leadership of the Combined Corporation shall consist of the individuals serving as the executive leadership of Operation Smile immediately prior to the Effective Time, who shall retain their respective positions and serve subject to and in accordance with the Bylaws.
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Executive Leadership. Executing contracts for services. Executive staff will represent ▇▇▇▇▇▇▇’s interests to negotiate and administer contracts and to identify resources, if required. a. Hold, on behalf of ▇▇▇▇▇▇▇, Contributor License Agreements and appropriate code licenses / copyright grants. b. Negotiation and contracting with appropriate attorneys for trademarks.
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Executive Leadership. EMO shall provide the School with executive level guidance and leadership consistent with the terms of this Agreement, the Sponsor contract, and applicable State and Federal rules and regulations.
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Executive Leadership. How are India’s interests on a particular issue translated into strategy or series of actions? Interests and strategic considerations can be traced and mapped through institutions that manage Indian foreign policy. A focus on institutions and the policy process can help in revealing how interests shape strategies adopted by Indian officials at international negotiations. What matters here are the institutional features of Indian foreign policy and how these particular institutions affect India’s behaviour on specific issues. There has been a longstanding perception in the literature that Indian foreign policymaking tends to be highly centralised and elitist.32 Here ▇▇▇▇▇▇▇▇▇▇ ▇▇▇▇▇’▇ leadership weighs heavily. Not only has his direct involvement been detailed meticulously but more attention has been given to how he had an oversized impact. ▇▇▇▇▇▇ ▇▇▇▇▇▇▇ argues that ▇▇▇▇▇’s ‘bold diplomacy’ drew from certain ‘national 31Pant appears to approve of the Modi government’s foreign policy, particularly vis-à-vis major powers like United States and China. He identifies ▇▇▇▇ as the architect of a hedging strategy that binds India closer to the US to counter China’s rise across the Asia-Pacific. See, ▇▇▇▇▇ ▇▇▇▇, ‘Out with Nonalignment, in with a Modi Doctrine’, The Diplomat, November 13, 2014, at http://▇▇▇▇▇▇▇▇▇▇▇.▇▇▇/2014/11/out-with-non-alignment-in-with-a-modi-doctrine/ (Accessed February 24, 2017). For a good early overview of what ▇▇▇▇’▇ foreign policy entails, see ▇▇▇ ▇▇▇▇, ‘Is a Modi Doctrine Emerging in Indian Foreign Policy?’, Australian Journal of International Affairs, 69(3), 2015, pp. 247–252. 32This claim does not mean that institutions responsible for formulating, monitoring and implementing foreign policy are not important. It signifies that the Indian prime minister and the growing office around the position has acquired considerable sway in foreign policy. There is a growing list of works that speak to the importance of the Prime Minister from 1947. See, ▇▇▇▇▇▇▇▇, ▇▇▇▇▇▇▇. War and peace in modern India. Springer, 2016.; ▇▇▇▇▇▇▇, ▇▇▇▇▇▇. The International Ambitions of Mao and ▇▇▇▇▇: National Efficacy Beliefs and the Making of Foreign Policy. Cambridge University Press, 2011.; Also see ▇▇▇▇▇, ▇▇▇▇▇▇▇▇▇▇. “▇▇▇▇▇▇▇▇▇▇ ▇▇▇▇▇: a biography Vol 2: 1947-1956.” (1979) and ▇▇▇▇▇, ▇▇▇▇▇▇▇▇▇▇. "▇▇▇▇▇▇▇▇▇▇ ▇▇▇▇▇: a biography Vol. 3: 1956-1964." (1984). efficacy beliefs.’33 In particular, ▇▇▇▇▇▇▇ emphasises ▇▇▇▇▇’s ‘moral efficacy’ or penchant to rely on diploma...
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Related to Executive Leadership

  • Executive Management The Contractor agrees to have an executive management function with clear authority over all the administrative functions noted herein.

  • Leadership Develop strong joint leadership, shift to coaching style of leadership and share information, including financial data.

  • Executive Compensation Until such time as the Investor ceases to own any debt or equity securities of the Company acquired pursuant to this Agreement or the Warrant, the Company shall take all necessary action to ensure that its Benefit Plans with respect to its Senior Executive Officers comply in all respects with Section 111(b) of the EESA as implemented by any guidance or regulation thereunder that has been issued and is in effect as of the Closing Date, and shall not adopt any new Benefit Plan with respect to its Senior Executive Officers that does not comply therewith. “Senior Executive Officers” means the Company's "senior executive officers" as defined in subsection 111(b)(3) of the EESA and regulations issued thereunder, including the rules set forth in 31 C.F.R. Part 30.

  • Executive Director (a) The HMO must employ a qualified individual to serve as the Executive Director for its HHSC HMO Program(s). Such Executive Director must be employed full-time by the HMO, be primarily dedicated to HHSC HMO Program(s), and must hold a Senior Executive or Management position in the HMO’s organization, except that the HMO may propose an alternate structure for the Executive Director position, subject to HHSC’s prior review and written approval. (b) The Executive Director must be authorized and empowered to represent the HMO regarding all matters pertaining to the Contract prior to such representation. The Executive Director must act as liaison between the HMO and the HHSC and must have responsibilities that include, but are not limited to, the following: (1) ensuring the HMO’s compliance with the terms of the Contract, including securing and coordinating resources necessary for such compliance; (2) receiving and responding to all inquiries and requests made by HHSC related to the Contract, in the time frames and formats specified by HHSC. Where practicable, HHSC must consult with the HMO to establish time frames and formats reasonably acceptable to the Parties; (3) attending and participating in regular HHSC HMO Executive Director meetings or conference calls; (4) attending and participating in regular HHSC Regional Advisory Committees (RACs) for managed care (the Executive Director may designate key personnel to attend a RAC if the Executive Director is unable to attend); (5) making best efforts to promptly resolve any issues identified either by the HMO or HHSC that may arise and are related to the Contract; (6) meeting with HHSC representative(s) on a periodic or as needed basis to review the HMO’s performance and resolve issues, and (7) meeting with HHSC at the time and place requested by HHSC, if HHSC determines that the HMO is not in compliance with the requirements of the Contract.

  • Executive Executive’s rights and obligations under this Agreement shall not be transferable by Executive by assignment or otherwise, without the prior written consent of the Company; provided, however, that if Executive shall die, all amounts then payable to Executive hereunder shall be paid in accordance with the terms of this Agreement to Executive’s devisee, legatee, or other designee, or if there be no such designee, to Executive’s estate.