Sentence examples for decisions supervisors from inspiring English sources

When occurring, it can be condensed into five categories: important decisions, supervisors not being up-to-date, dubious advice, mediating between supervisors, and interpersonal relationships.

Five categories emerged to describe the phenomenon of disagreement: important decisions, supervisors not being up-to-date, dubious advice, mediating between supervisors, and interpersonal relationships.

Five categories emerged to describe the variations of the experiences: involvement in important decisions, supervisors not being up-to-date, dubious advice from supervisors, mediating between supervisors, and interpersonal relationships.

These can include people directly involved in a decision, supervisors and managers, project teams, internal resources and people outside the organization.

In stating the rationale for the majority decision, Supervisor Leahy (joined by Judge Lehr) articulated the view expressed by Secretary of State Katherine Harris that any error contemplated by the manual recount laws was confined to mechanical failure.

We tend to look at job terminations as unilateral decisions that supervisors reach about their employees.

John Bernard, who runs the directory module, says, "We were asking employees to become higher performers, to make decisions that supervisors used to make.

Naturally, to become fully effective, motivation-maintenance theory must find expression in the day-to-day behavior and decisions of supervisors.

One scoring form included seven so called facets of competence (FOCs) that are a key in making entrustment decisions by supervisors about residents (see Table  2).

In addition to the rest breaks, achieving a change in topics such as more communication at the worksite, and asking for assistance lies not only within the power of the workers, but relies also on the decision of supervisor and middle-management (e.g., organizational level).

Existing heat stress practices and methodologies are critically reviewed and the authors propose a three-level methodology for an action-triggering, localized, simplified threshold system to facilitate effective decisions by frontline supervisors.