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Managers in sentence

818 examples of Managers in a sentence

But they are not producing as many women managers in the private sector as the United States is, much less at the top ranks.
Clearly, the liquidity of the shares and the perception of a lack of diligence on the part of corporate managers matters mightily.
That concern centers on asset managers: Euro area investment funds are vulnerable to “potential shocks in global financial markets.”
Both Democratic and Republican candidates have pledged to repeal the carried-interest provision that allows hedge-fund and private equity managers to pay a lower rate than other earners.
As Asian wages rise, factory managers are already looking for opportunities to replace employees with robots, even in China.
It is this vital point that the IPCC’s latest updates address in calling for disaster managers to reassess their action plans.
In addition, depending on their relationship with their own investors, some institutional investors (for example, mutual fund managers) may capture only a limited fraction of the increase in value of their portfolios as a result of governance reforms.
One reason that the median voter rationally agrees to protect the property of the rich may be that she sees the rich as more efficient managers of that property.
A positive aspect of South Africa’s BEE policy is that it requires companies to recruit a racially more diverse team of managers and workers, so as to allow once excluded groups into the knowhow accumulation process.
Principals, be they investors or voters, determine the incentives of agents, be they asset managers or elected officials and policymakers.
In the United States alone, there is a potential shortfall of 1.5 million data-savvy managers and analysts needed to drive the emerging data revolution in manufacturing.
Governments, companies, supply-chain managers, corporate-citizenship strategists, NGOs, and others should commit to reducing their carbon footprints and to leveraging their resources to contribute to sustainable urbanization.
In the popular narrative, the 1% is thickly populated with unscrupulous corporate titans, greedy bankers, and insider-trading hedge-fund managers.
Resources are relentlessly allocated to developing more oil and gas fields not because they are good for America or the world, but because the shareholders and managers of ExxonMobil, Chevron, Conoco Philipps, and others demand it.
The conventional thinking is that as traders buy and sell corporate stocks more often, they induce corporate managers to plan for shorter and shorter horizons.
Policymakers in Europe and the US are urged to act on this conventional thinking: Something must be done to insulate CEOs, boards, and managers from the financial markets’ ever-shortening time horizons.
While the overall average length of time for holding a stock has declined, the impact on senior managers is unclear, because the holding period for core institutional investors, like Vanguard and Fidelity, has not changed in the past decade or two from its two- or three-year baseline.
On the financial side, however, the magnitude of the chaos is staggering: mammoth failures of risk management on the part of highly leveraged financial institutions that must be first-rate risk managers in order to survive.
It is certainly in the interest of companies to do more to support gender equality, which expands the pool of talent from which they can select employees and managers.
The supposedly scientific evidence that government economic intervention is almost always counter-productive legitimized an enormous shift in the distribution of wealth, from industrial workers to the owners and managers of financial capital, and of power, from organized labor to business interests.
Elites must give up their privileges, and regulations on corporate governance must limit collusion between managers and civil servants or politicians.
Second, high finance provides an arena to curb the worst abuses by managers of large corporations.
Shareholder democracy simply does not work, but managers’ fear that if the stock price drops too low they will be out on their ears provides a useful restraint.
A large-scale survey of business managers, reported in this year’s EBRD Transition Report, reveals grave concerns with the availability of skilled labor, the predictability and transparency of taxation, and corruption.
Managers are described as those who merely embrace processes and seek stability, while leaders tolerate risk and create change.
As one expert puts it, a guiding coalition with good managers but poor leaders will not succeed.
More recently, there has been renewed interest in leaders as managers.
The organizational skills required for leaders as managers should not be confused with the efficiency or tidiness of a well-run organization.
These debentures should be designed to create a strong incentive for bank managers and shareholders to issue equity rather than suffer conversion.
If managers’ business strategies fail to reflect their companies’ social responsibility – or, worse, depend on ignoring it – they must be held accountable, just as rogue doctors are (or should be).
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