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Managers in sentence

818 examples of Managers in a sentence

Consider the extent to which capital – that is, shareholders – rules in large businesses: if a conflict arises between capital’s goals and those of managers, who wins?Looked at in this way, America’s capitalism becomes more ambiguous.
American law gives more authority to managers and corporate directors than to shareholders.
Firms and their managers are subject to competitive markets and other constraints, but not to shareholder authority.
Managers, not owners, get the final say in corporate decisions.
Even some capital-oriented thinking says that shareholders are better off if managers make all major decisions.
And often the interests of shareholders and managers are aligned.
But there is considerable evidence that when managers are at odds with shareholders, managerial discretion in American firms is excessive and weakens companies.
Managers of established firms continue money-losing ventures for too long, pay themselves too much relative to their and the company’s performance, and too often fail to act aggressively enough to enter new but risky markets.
But when it’s managers vs. capital-owners, the US is managerialist, not capitalist.
Long-term stockholders alone do not encourage a firm’s managers to manage for the long term.
In fact, to the extent that dampened trading diminishes market feedback to firms and their directors, it could make managers complacent.
Countries that attract and motivate skilled public managers outperform their peers.
The state also should open up and recruit senior managers from outside the civil service.
Banks tend to have close, long-term, and protective ties with the managers of such firms, primarily because the bank's holdings are illiquid.
Moreover, hedge fund managers can easily “fake” high performance without getting caught.
Moreover, the outcome for investors is the same even if managers are honest and merely think that they can beat the market.
The bottom line is that hedge fund managers put their investors at risk, yet assume little risk themselves.
Fraud is difficult to prove, because managers can always say that they thought the odds were better than were.
Requiring managers to apprise investors of downside exposure would help even more.
Alternatively, managers could guarantee limits on losses, similar to a car manufacturer’s warranty.
Senior managers were so disengaged that they allowed their employees to act like vulgar, overpaid children.
Senior bank managers and regulators have a common interest in developing a more effective system – one that punishes the guilty and creates the right incentives for the future.
Many mayors worldwide are fascinated by the idea of a central control room, such as Rio de Janeiro’s IBM-designed operations center, where city managers can respond to new information in real time.
This is not because a CEO’s work effort and negotiation and management skills are ten times more valuable nowadays, but because other corporate stakeholders have become less able to constrain top managers and financiers from capturing more of the value-added.
The City of London, lower Manhattan, and a few other centers became money machines that made investment bankers, hedge-fund managers, and private equity folk immoderately wealthy.
The French debate about executive compensation is particularly striking in this respect, because managers’ salaries are in fact lower than those paid to their German, British, and American counterparts, and their remuneration has grown in step with corporate share prices, increasing six-fold in 25 years.
Moreover, like managers everywhere, their responsibility is great, making their positions less secure, while companies must compete for the relatively few good ones, driving up their price.
But critics argue that the best managers are not necessarily the best paid, that the market for them is not transparent, and that boards of directors are often partial to their presidents when setting compensation.
Likewise, they insist that mergers and acquisitions, which make big companies bigger, should not be motivated by salary considerations, and that “golden parachutes” should not be granted to failed managers.
Allowing managers to buy shares at prices fixed in advance was intended to align their interests with those of other shareholders by giving them a personal stake in building the value of the company.
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