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Decisions in sentence

2964 examples of Decisions in a sentence

As graduation nears for the first class to complete their Master of Business Administration since the onset of the global financial crisis, students are circulating an oath that commits them to pursue their work “in an ethical manner”; “to strive to create sustainable economic, social, and environmental prosperity worldwide”; and to manage their enterprises “in good faith, guarding against decisions and behavior that advance my own narrow ambitions but harm the enterprise and the societies it serves.”
As Marshall noted, it also consists in leaders’ capacity to learn from their mistakes and to prepare themselves and those around them for important decisions.
Already, 31% of US firms say they may delay or cancel investment decisions, 18% may relocate some or all of their manufacturing outside China, and 3% may even exit the Chinese market altogether.
Peru’s domestic and international situation, however, will frame his main decisions.
In the coming months, highly consequential policy decisions (or their absence) in systemically critical parts of the global economy will be revealed, with significant effects on growth rates, asset prices, and overall confidence.
It can even drive Europe to modernize its governance framework, which allows a few small countries to derail decisions supported by the vast majority of EU members.
“Consumers and businesses can’t make good decisions if they don’t have a strong enough sense of how the central bank will act in any situation.”
After winning over voters with their apparent decisiveness and directness, such leaders capture enough authority to make quick decisions and demonstrate short-term results – thereby keeping voters on their side as they claim still greater authority.
Many of those now objecting to the prosecution of Bashir participated in the decisions leading to the indictment.
If the decisions they take are to matter, the leaders must work to understand the changing nature of such policies – and the enormous opportunity that they must seize.
The experience of the previous incumbent, former Belgian Prime Minister Herman van Rompuy, in dealing with his own country’s fractious coalitions proved very useful when he had to persuade national leaders to make decisions during the euro crisis.
On the EU’s most immediate challenge, posed by Russia, Tusk will have to broker decisions with leaders from countries that feel immediately threatened (like his own) and those for which economic ties with Russia outweigh any threat to European security, which they feel to be remote.
And, though the head of the EEAS has been dubbed the “EU’s foreign-policy chief,” Mogherini should be seen as its CEO, with key decisions taken by the member states’ leaders when they convene in the European Council.
This implies that the ECB presidency is not counted among the posts to be distributed according to nationality quotas, and that Draghi’s nationality is not regarded as having influenced his decisions in any way.
What sealed Nokia’s fate was a series of decisions made by Stephen Elop in his position as CEO, which he assumed in October 2010.
Indeed, prior to the European summit in Brussels in December, the stock of trust in the European Council had become so depleted that no one seemed to take its decisions seriously.
And yet confidence in the recent decisions taken in Brussels remains low, owing not only to dissipated trust and the fuss about the British veto, but also to the apparent absence of measures to intervene in the current crisis.
If one reads through the decisions taken in Brussels, one immediately notices that Germany and the EU’s other rich countries received all the stability mechanisms and guarantees that they had previously requested, leaving them no reason to continue to refuse crisis-intervention measures, including appropriate financial guarantees.
The distorted picture of Nigeria’s economy provided by the previous statistics likely led to misguided decisions regarding private investment, credit ratings, and taxation.
Decisions that go against Germany are possible.
Given this, officials, investors, and business leaders in search of revolutionary ideas, cutting-edge solutions, and untapped talent should not allow turbulence in some societies, or tranquility in others, to influence their decisions excessively.
But in aging societies, the more the young abstain from voting, the more decisions by parliaments and governments will be biased against their interests.
Or that the Bundesbank has the power to overrule ECB President Mario Draghi's policy decisions?
Citizens want powers to be clearly defined and decisions to be taken openly in a way that they can understand.
But, because EU decisions often have to be taken unanimously, this can be difficult.
It is a truism that a country’s future is its people, and promoting better health and education outcomes may be one of the soundest economic decisions a country can make.
To avoid one of the two parties getting the upper hand and imposing arbitrary decisions, the common decision-making body should consist of four Serbian delegates, two Kosovar delegates, and three representatives of the EU, thus requiring both sides to gain the support of the European delegates.
In addition, the EU should create a small but effective military force (say, 5,000 troops) to back up the common body’s decisions.
“The manner of our dying,” the panel concludes, “reflects our sense of what is important just as much as do the other central decisions in our lives.”
Because supervisors’ decisions affect individuals’ property rights – and their actions or omissions can put taxpayers on the hook to bail out banks – governments, parliaments, and the courts are bound to hold the watchdogs on a tight leash.
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