Примеры использования Management evaluation process на Английском языке и их переводы на Русский язык
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The extremely short 30- and45-day timelines are in this form applicable only to the management evaluation process.
In many cases the management evaluation process has also reestablished dialogue between the organization and the staff member.
The administration of justice 30- and 45-day timelines are applicable only to the management evaluation process.
For example, the management evaluation process established by staff rule 11.2 applies only to staff members.
The extremely short 30- and 45-day timelines for delivery of a recommendation andfinal decision are particular to the management evaluation process.
The management evaluation process is also designed to strengthen managerial accountability and the confidence of staff in the Organization.
The high percentage of claims settled through the management evaluation process demonstrated increased trust in the system on the part of staff.
The management evaluation process is also designed to strengthen managerial accountability and confidence of staff in the Organization.
In addition, and consistent with the desire to limit recourse to the formal system to a minimum, the management evaluation process should begin with informal conflict resolution.
The management evaluation process will also identify systemic issues and lessons learned with a view to improving decision-making in the Secretariat.
At duty stations where the caseload would not justify a full-time legal officer,the functions could be performed at the regional level and/or could be combined with those of the individuals participating in the management evaluation process see paras. 157-158 below.
The Management Evaluation Unit notes that the management evaluation process generates recommendations on accountability measures and policy issues as appropriate.
The Office provides a range of legal assistance to staff, including summary legal advice, advice and representation during informal dispute resolution,assistance with the management evaluation process and representation of staff before the internal tribunals and other recourse bodies.
The outcome and lessons learned from the management evaluation process are also included in biannual reports of the Unit, which highlight, inter alia, systemic and problematic issues for managers.
To avoid this result, the current practice of the Unit is to seek an extension of thedeadline from the staff member in order to facilitate informal resolution or where additional submissions from the staff member and/or the Administration are required to properly conclude the management evaluation process.
The outcome andlessons learned from the management evaluation process are also included in biannual reports of the Unit, which highlight, among other things, systemic and problematic issues for managers.
Given that the General Assembly, in section III. E of its resolution 62/228, did not specifically confer such a role to the Under-Secretary-General for Management, the Advisory Committee considers that the Assembly may wish to clarify the potential role of the Under-Secretary-General in the management evaluation process, as well as the independence of the Management Evaluation Unit.
The management evaluation process would determine whether a decision made by the head of office, department or mission was proper and, ultimately, whether the delegation of authority had been properly exercised.
The Unit also considers the written reasoned response provided to staff members at the conclusion of the management evaluation process to be an important means of establishing the credibility of the management evaluation process, in particular, and the new system of administration of justice in general.
The management evaluation process provides the Administration with the opportunity to prevent unnecessary litigation before the Dispute Tribunal, resulting in significant cost savings to the Organization.
The Management Evaluation Unit considers that staff members who have sought recourse to the formal system owing to a perceived lack of transparency in the administrative decision-making process are more likely to decide not to pursue their statutory recourse to the Dispute Tribunal when they perceive the management evaluation process to be impartial, objective and accurate.
It should be kept in mind, however, that the management evaluation process is the last opportunity for management to review its decisions, and that the Unit is part of the Department of Management. .
A management evaluation process, with appropriate safeguards to hold managers accountable, would result in swifter action to address problems and fewer applications to the formal justice system, making the system more cost-effective.
The management evaluation process plays a very important role in the formal system of administration of justice in resolving disputes by conducting an objective evaluation of contested administrative decisions to assess whether the decision was made in accordance with rules and regulations.
The management evaluation process provides the Administration with opportunities to(a) identify poor decisions in a timely manner, thereby preventing unnecessary litigation before the Dispute Tribunal; and(b) provide lessons learned for decision makers, resulting in significant cost savings to the Organization.
The management evaluation process provides the Administration with opportunities to identify poor decisions in a timely manner, thereby preventing unnecessary litigation, and to collect lessons learned for decision makers in order to reduce costs through better and more consistent decision-making.
The management evaluation process provides the Administration with opportunities to:(a) identify poor decisions in a timely manner, thereby preventing unnecessary litigation before the Dispute Tribunal; and(b) provide lessons learned for decision makers, resulting in significant cost avoidance to the Organization.
The management evaluation process is designed to avoid costly litigation by correcting flawed administrative decisions before an appeal is brought before the United Nations Dispute Tribunal and, where applicable, by facilitating the informal resolution of matters that are the subject of management evaluation requests.
The management evaluation process also serves to reduce the number of cases brought before the Dispute Tribunal by facilitating the informal resolution of contested administrative decisions, where appropriate, and by increasing the transparency of the decision-making process in cases where the contested administrative decision is upheld.