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Managers in sentence

818 examples of Managers in a sentence

So no surprise that other managers, with better relations with those in power, now run Khodorkovsky’s Yukos Oil, as well as another major firm, Sibneft.
Foreign managers don’t seem to mind.
On the contrary, some of these managers, such as former German Chancellor Gerhard Schroeder, who now chairs a Gazprom subsidiary building a pipeline under the Baltic sea, are helping to expand Russia’s oil-based imperial designs over Europe.
The OECD recommends placing firms at arms-length from politicians’ short-term interests, appointing independent boards, enhancing disclosure, monitoring conflicts of interests, and hiring professional managers.
Some workers will become managers.
To be sure, employees frequently have better incentives and ability to oversee a firm's managers than do investors of capital, who are often remote from the firm.
They want the kinds of skills that will keep them among the managers, rather than the managed, and some intuit greater job security and better career prospects at the international level of these fields.
People in these fields are ultimately bought and sold by corporate managers as much as people in technical fields.
Bail-out facilities were then extended ad hoc to investment banks, mortgage providers, and big insurers like AIG, protecting managers, creditors, and stock-holders against loss.
Similarly, miners bussed by their managers to Kiev were soon being convinced of the ‘Orange’ cause by the demonstrators and were quickly sent back East by their minders.
The paradigm of Venezuela’s chavismo blamed inflation and recession on devious business behavior that had to be controlled through more regulation, more expropriations, and more managers in jail.
Today’s money managers, by contrast, tend to resemble gamblers or even fraudsters like Charles Ponzi.
In reality, managers do whatever they want, such as favoring friends through discretionary procurement or selling assets at submarket prices.
These include highly paid positions like managers and technicians, as well as relatively low-paid jobs in protective and personal services, food preparation, and cleaning, but few “middle-skill” occupations.
When it comes to productivity, managers either invest in employee training, more efficient manufacturing processes, and the like, or they take steps that appear to boost productivity in the short run but that erode it in the long run.
Of course, no company can do that, but many US companies have been shedding workers and middle managers in great numbers – the figures for January 2008 were up 19% from a year earlier.
So, as workers and middle managers have been departing these companies, they have taken with them not only much critical information, but often also the hearts and souls of their enterprises, with profound effects on American competitiveness.
Managers’ increased focus on maximizing shareholder value won many adherents when the idea was introduced in the 1980’s: the impersonal discipline of financial markets would force companies to become more productive and innovative.
But, as the marginal productivity gains from such investment began to fall, senior managers’ survival and compensation continued to be tied to stock-market performance.
Moreover, because maximizing shareholder value is a poor incentive for workers and middle managers, companies’ boards have increasingly centralized power around chief executives, thereby encouraging a “heroic” form of leadership that is detached from the rest of the enterprise.
Workers in certain industries find their skills in higher demand as foreigners spend their increased dollar earnings, consumers benefit from lower prices, and shareholders and managers see their companies’ profits increase.
These can – and, in some cases, already do – include adjusted bonus schemes for managers, relevant monitoring requirements, and environmental labeling on consumer packaging.
For example, portfolio managers could have their bonuses partly tied to their investments’ performance on climate metrics.
The major investment banks are fully aware that every day that they delay appropriate market regulation, they earn millions of dollars for their managers’ bonus funds.
Obviously, these international money managers must constantly follow the news to make their portfolio decisions.
When money managers panic about economic prospects in one economy or another, they can create economic havoc and political chaos.
The international money managers had decided that Russia was at the brink of the economic cliff.
Most of the Asian leaders long feted by financial markets, it turns out, are really bad economic managers, and investors are beginning to recoil from them.
Likewise, private-sector managers and company directors have to meet annual or quarterly profit targets, sometimes at the expense of their firms’ longer-term best interests – to say nothing of the well-being of society as a whole.
Significantly, unlike in Russia and other transition countries, Czech privatization did not confer special property rights on managers and other enterprise insiders (who are likely to have many ties to the old regime and thus unlikely to become convinced supporters of the new one), but spread ownership rights over the widest spectrum of general population.
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