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Decisions in sentence

2964 examples of Decisions in a sentence

Co-ordination of national migration policies will remain a dream if decisions continue to be kept under the exclusive responsibility of national governments.
Decisions concerning the uses of scientific discoveries are typically based on criteria that have nothing in common with science.
In areas like agriculture, energy, forestry, and municipal planning, decisions are taken daily without regard for their implications for water availability and sustainability – a situation that becomes even more complicated when water resources cross national boundaries.
Discretionary fiscal policy is often clumsy in responding to recession, given the usual lags in legislative and administrative implementation and the politics of pork and special interests surrounding spending and tax decisions.
Even with a balanced budget, there is still the issue of the effectiveness and efficiency of spending, as each dollar of government revenue costs the economy about $1.30, given the distortions to private decisions caused by taxes.
To achieve this, however, we need clear and simple information to guide consumption decisions.
Anticipating falling prices, households could postpone their consumption decisions, and companies could defer investment, pushing the economy into a downward spiral from which it would be very difficult to escape.
Needless to say, many indebted homeowners and leveraged bank executives would have made very different decisions had they thought that there was a non-negligible chance of an outright decline in prices.
At one extreme of exclusion, for example, consider that decisions about water management are largely taken by men, though in most of the world it is women who use the water.
Third, the idea implicit in Medvedev’s plan – that Russia should have veto power over all security-related decisions of NATO or the EU – must be rejected.
Indeed, the specific mix of markets, state, and society should be the subject of national decisions adopted by representative authorities.
Environmental concerns must be fully assimilated into economic policymaking – that is, into the incentive structure that drives decisions.
According to the Committee, “field officers were often more influential than even the Emperor, war ministers, and chiefs-of-staffs in making decisions to go to and escalate the wars, and were responsible for many atrocities.”
And yet, what science knows is far too often overlooked when high-stakes decisions are made.
Through a rigorous review process, the Academies insist that each report be limited to what science can say about the subject based on evidence and logic, without preempting the decisions that need to be made by others.
Fourteen US states have started to do that by authorizing so-called benefit corporations (or B Corps) – businesses that promise to consider more than shareholder value in their strategic decisions.
At the event, which I attended, 30 politicians, senior officials, and experts from Europe, the US, and Iran considered the relationship’s future, producing some important insights that should inform future policy decisions.
These decisions about the allocation of educational opportunity severely stunt female leadership potential.
For example, it should not aim at producing legally binding decisions.
Many of Trump’s policy decisions and tweets track whatever his favorite Fox News commentators say on any given day.
Decisions about how to address the migration crisis are made by the EU’s member states, including the Hungarian government.
In other words, governments should establish bailout policies before the need to intervene arises, rather than make ad hoc decisions when financial firms get into trouble.
National governments need to be able to draw on an accurate and objective assessment of climate science in order to determine what policy decisions should be taken in this area.
Thus, while investors can no longer profit by basing their trading decisions on standard anti-takeover provisions, our findings leave open the possibility that an investment strategy based on other features of corporate governance might be worthwhile.
Who would have imagined in the West ten years ago that the future and their children’s well-being would depend upon decisions taken in Beijing or Delhi or Addis Ababa?
The resulting conflicts of interest can make employee governance costly, both by complicating the process of decision-making and by producing decisions skewed toward the interests of dominant employee groups.
But it is notable that princelings are not found in the most prestigious doctoral programs, where professors, not administrators, make admissions decisions.
It is estimated that consumers making better-informed buying decisions across sectors could capture an estimated $1.1 trillion in value annually.
If they did not, they would be excluded from the product-aggregation sites that have come to determine so many buying decisions.
But the really hard decisions must be taken now.
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