Examples of using Managers also in English and their translations into Russian
{-}
-
Official
-
Colloquial
Seagate compliance managers also are positioned across locations.
The Secretary-General's annual performance compacts with his programme managers also contain PAS implementation data;
Managers also have to use the(RED) Smart Covers for iPads during this day.
Apart from processors, building owners and real estate managers also benefit from quality tiles.
Managers also accept this as one of their primary responsibilities.
An accountability framework for senior managers also ensured that persons with special needs were duly protected.
Managers also responded to questions on internal controls derived from WFP's Internal Control Framework.
These measures are aimed at ensuring that the right tone is set at the senior management level,and that senior managers also carry out an important oversight function.
Project managers also monitor the progress of work of the consultant on a stage-by-stage basis.
The Secretary-General states that he remains fully committed to implementing the recommendations of the oversight bodies and that managers also accept this as one of their primary responsibilities.
Our project managers also have years of experience dealing with companies all over the world.
While the Organization has responsibility for providing a range of staff development opportunities,the Secretary-General has made clear his expectation that managers also have an important role to play in supporting the growth and development of their staff and has stressed that managing people must be seen as a key managerial task, along with managing programmes, financial resources, information and change.
Women managers also tend to be more present in the public sector than in the private sector.
While the Organization has responsibility for providing a range of staff development opportunities,the Secretary-General has made clear his expectation that managers also have an important role to play in supporting the growth and development of their staff and has stressed that managing people must be seen as a key managerial task, along with programmes, financial resources, information and change.
Senior managers also benefited from a series of management seminars on how to lead transformational change.
Infrastructure managers also co-operate closely within the framework of the so-called freight freeways.
Managers also hold the responsibility over that their team members feel comfortable in raising questions and attention to possible problems.
Managers also mentioned fairly frequently in the course of the in-depth interviews that young women were unlike their seniors.
Many window managers also provide additional functionality, like pop up menus in the root window, docks or launch buttons.
Managers also continued to consult the Ethics Officer individually on policy matters affecting their work.
Business managers also must understand finance, otherwise they will be working under an unnecessary handicap.
Housing Managers also embrace tenant participation as tenant members assist in monitoring the performance of service contractors.
Managers also report that they generally refrain from giving underperformers low ratings in order to avoid the rebuttal process.
Programme managers also build on this foundation to define the substantive and technical competencies required by occupational functions.
Managers also need to develop a stronger culture of monitoring in their units and to concentrate on information relevant to progress under the UNDP Plan.
Compliance Programs Managers also have a managerial element to their job, as they are often responsible for training and overseeing other IT workers during audits.
Senior managers also reviewed both individual cases and the overall pattern of recommendations in the context of legislative mandates with regard to gender parity, geographical diversity and proper representation of troop- and police-contributing countries.
Managers also mentioned fairly frequently in the course of the in-dept interviews that young women were unlike their seniors; to a large extent, they had acquired a"male" sense of values, demonstrating more initiative, seeking more demanding tasks and striving after career advancement.
Managers also have difficulty in placing staff who become temporarily extraneous as organizational units restructure, programmes end, funding declines or staff remain in a field mission long enough to lose their reabsorption rights in a parent unit.
Programme managers also cited delays and inadequate extrabudgetary funding, high vacancy levels, difficulties in recruiting suitable consultants, lack of available data, efforts to reduce duplication or redundancy of activities as reasons for the departures from commitments in the work programme.