TASA Will Re-Brand as Questar Assessment; FY06 Revenue Up 103%

March 2007
Educational Marketer;3/19/2007, Vol. 38 Issue 6, p6
Trade Publication
The article reports on the decision of testing firm Touchstone Applied Science Associates (TASA) to rebrand its name to Questar Assessment Inc. as a result of the re-branding study made on the firm in Brewster, New York. The organizational changes will involve the realignment of duties of its company executives. The rebranding will blend TASA, its proprietary assessment unit BETA and its test platform unit Achievement Data.


Related Articles

  • The Missing Ingredient in Organizational Change. Holden, Daniel // Industrial Management;May2007, Vol. 49 Issue 3, p8 

    No matter where your title appears on the org chart, transformational change is usually difficult and often disruptive. But if organizational change is to take root, corresponding change of the organization's leaders must also take place. As leaders, we must orchestrate and embody such change...

  • TRENDOVI EUROPSKOG POÅ TANSKOG TRŽIÅ TA. Miletić, Zoran // Medianali;Mar2012, Issue 11, p179 

    The paper analyses the structure and changes in the European postal market (EU 27 member states) to assess the strategic direction and necessary organizational changes expected to be done by national postal operator. This is the starting point in the analysis of business optimization model in...

  • Simultaneous Transformation and CEO Succession: Key to Global Competitiveness. Tichy, Noel // Organizational Dynamics;Summer96, Vol. 25 Issue 1, p45 

    This article views simultaneous organizational transformation and CEO succession as key to global competitiveness. Most companies have a need for a massive transformation process, which requires extensive commitments to team building, the use of change task forces, and the development of a...

  • Cultural Barriers to Improved Organizational Performance in Saudi Arabia. Idris, Abdallah M. // SAM Advanced Management Journal (07497075);Spring2007, Vol. 72 Issue 2, p36 

    The article describes the cultural barriers to improved organizational performance in Saudi Arabia. As a member of the World Trade Organization since 2005, the long-protected economy is now facing international competition. Cultural and religious traditions have made the economy dependent on...

  • Re-organization Impact on the Telekom Malaysia's International Division Productivity. Haque, Ahasanul; Khatibi, Ali; Karim, Khaizura // Journal of Social Sciences (15493652);2006, Vol. 2 Issue 2, p35 

    International Divisions' productivity was perceived to incline towards a downward trend which was contravened in 1996 re-organization objective of Telekom Malaysia. This study aims to analyze the root causes of this setback and recommend the solutions to improve the company's productivity. The...

  • 12 Steps That Can Build Support for Change. Maurer, Rick // Journal for Quality & Participation;Spring2006, Vol. 29 Issue 1, p21 

    The article discusses various steps that are useful in building support for change within an organization. A checklist is offered, including references to articles found in previous issues of the journal such as "Corroded Spigots and Organizational Change" and "Making a Compelling Case for...

  • Managing Large-Scale Organizational Change. Barczak, Gloria; Smith, Charles; Wilemon, David // Organizational Dynamics;Autumn1987, Vol. 16 Issue 2, p23 

    The article discusses the approaches by business organizations in managing large-scale organizational change in the U.S. Large-scale change is differentiated from adaptive, incremental change, which occurs over a long period of time. Certain key elements are necessary for survival and for...

  • Roadblocks in Work Restructuring: A Review and Comparative Study. Pasmore, William A. // Academy of Management Proceedings (00650668);1979, p319 

    Work restructuring experiments have received widespread attention due to reports of their success in organizations throughout the world. Recently, however, reports of difficulties in implementation and failures have begun to find their way into the literature. In this paper, the causes of some...

  • LEARNING FROM THE CHALLENGES OF NONROUTINE EXECUTIVE TRANSITIONS. Farquhar, Katherine // Academy of Management Best Papers Proceedings;1996, p328 

    Studying nonroutine executive transitions, where the top executive exits in irregular circumstances, builds knowledge about: succession dynamics. attributions of leadership, and implicit leadership theory. Increasingly common, such transitions are a landmark of organizational life and test...


Read the Article


Sign out of this library

Other Topics