Last Update

2016-03-16T00:00:00.000Z

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Wrong Donna Goss?

Donna B. Goss

Co-Director of the Leadership Development Institute

Northampton Community College

Direct Phone: (610) ***-****       

Email: d***@***.edu

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Northampton Community College

3538 Green Pond Road

Bethlehem, Pennsylvania 18020

United States

Company Description

Northampton Community College is one of the fastest growing community colleges in Pennsylvania, serving more than 16,000 students each year in degree and certificate programs, and an additional 21,000 community residents in workforce training, adult liter ... more

Find other employees at this company (995)

Background Information

Employment History

Co-Director

Leadership Development Institute

Adjunct Instructor

Moravian College

Affiliations

Northampton Community College Staff Member
Association of Women

Education

associate's degree

Northampton Community College

associate's degree

The Northampton Community College

bachelor's degree

psychology

Moravian College

Web References (38 Total References)


Managment News -Burton Placement Services, Inc.

www.managementnews.net [cached]

Donna Goss was a senior consultant with Bethlehem Steel before leaving 18 months ago to become co-director of the leadership development institute at Northampton Community College in Bethlehem, Pa. During her 29 years at Bethlehem Steel (which was recently acquired by Ohio-based International Steel Group) she went through 10 major reorganizations.

"The piece that always seemed to get put on the back burner" during the reorganizations, she said, "was the people part, the culture ... The products and processes get all the attention and energy. I once told a company president that every single time he ran into a problem in his unit I could trace it back" to a people issue ... That's where reorganizations tend to fall apart."
Goss and others cite a number of ways in which the human costs of reorganizations are ignored. Leaders, for example, don't take the time to explain why a reorganization is taking place, what the goal is, how it will change the jobs of the people involved. "Those who [implemented reorganizations] well at Bethlehem Steel were very intentional about how they and their team interacted with other employees," Goss says.


Management News- ABR Employment Services

www.managementnews.net [cached]

Donna Goss was a senior consultant with Bethlehem Steel before leaving 18 months ago to become co-director of the leadership development institute at Northampton Community College in Bethlehem, Pa. During her 29 years at Bethlehem Steel (which was recently acquired by Ohio-based International Steel Group) she went through 10 major reorganizations.

"The piece that always seemed to get put on the back burner" during the reorganizations, she said, "was the people part, the culture ... The products and processes get all the attention and energy. I once told a company president that every single time he ran into a problem in his unit I could trace it back" to a people issue ... That's where reorganizations tend to fall apart."
Goss and others cite a number of ways in which the human costs of reorganizations are ignored. Leaders, for example, don't take the time to explain why a reorganization is taking place, what the goal is, how it will change the jobs of the people involved. "Those who [implemented reorganizations] well at Bethlehem Steel were very intentional about how they and their team interacted with other employees," Goss says.


Management News - Etcon

www.managementnews.net [cached]

Donna Goss was a senior consultant with Bethlehem Steel before leaving 18 months ago to become co-director of the leadership development institute at Northampton Community College in Bethlehem, Pa. During her 29 years at Bethlehem Steel (which was recently acquired by Ohio-based International Steel Group) she went through 10 major reorganizations.

"The piece that always seemed to get put on the back burner" during the reorganizations, she said, "was the people part, the culture ... The products and processes get all the attention and energy. I once told a company president that every single time he ran into a problem in his unit I could trace it back" to a people issue ... That's where reorganizations tend to fall apart."
Goss and others cite a number of ways in which the human costs of reorganizations are ignored. Leaders, for example, don't take the time to explain why a reorganization is taking place, what the goal is, how it will change the jobs of the people involved. "Those who [implemented reorganizations] well at Bethlehem Steel were very intentional about how they and their team interacted with other employees," Goss says.


Quality Staffing Services - Newsletter

www.managementnews.net [cached]

Donna Goss was a senior consultant with Bethlehem Steel before leaving 18 months ago to become co-director of the leadership development institute at Northampton Community College in Bethlehem, Pa. During her 29 years at Bethlehem Steel (which was recently acquired by Ohio-based International Steel Group) she went through 10 major reorganizations.

"The piece that always seemed to get put on the back burner" during the reorganizations, she said, "was the people part, the culture ... The products and processes get all the attention and energy. I once told a company president that every single time he ran into a problem in his unit I could trace it back" to a people issue ... That's where reorganizations tend to fall apart."
Goss and others cite a number of ways in which the human costs of reorganizations are ignored. Leaders, for example, don't take the time to explain why a reorganization is taking place, what the goal is, how it will change the jobs of the people involved. "Those who [implemented reorganizations] well at Bethlehem Steel were very intentional about how they and their team interacted with other employees," Goss says.


Keeping pace in a computer-driven world

www.pennlive.com [cached]

Donna Goss, co-director for Northampton Community College's Leadership Development Institute, says the institute offers 22 classes for business professionals.

"Business is continually changing," she says.

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