Sentence examples for manage their performance from inspiring English sources

He concludes: "David Cameron, for all his rhetorical opposition to targets, will soon come to realise that he has no choice other than to give public sector managers clear objectives and to manage their performance closely.

The surveys will be taken more than once a year, allowing countries to manage their performance continuously.

For charities and social enterprises operating in this environment, evidencing the impact they are having can help set them apart, manage their performance, improve their services and attract funding and public support.

"Players who are going to the World Cup tend to manage their performance.

This study provides insight into how two national arts organisations located in London manage their performance in the pursuit of heterogeneous objectives, within the confines of external influences.

The feedback control loop has been one of the key concepts used in building self-adaptive software systems to manage their performance among other quality aspects.

The company was founded in 2009 — the product that it initially built, and the one that's still highlighted on the HasOffers website, is a system that helps ad networks and agencies manage their performance-based programs.

For example, different divisions or geographies may have unique ways of managing their performance processes.

In the English NHS the last three decades have seen a substantial shift from allowing professionals autonomy to manage their own performance and quality to the current system today where performance and quality is defined by national policies, and measured through comparative indicators and external standards audited by separate bodies.

The results show that depending on firms' resources and capabilities, those that adopt a more dynamic approach to respond to environmental regulations innovatively and take a proactive approach to manage their environmental performance are generally better able to reap the private benefits of sustainability.

These reforms were based on the assumption that professionals could not be trusted to manage their own performance, and that the entrenched interests of health professionals jeopardised new quality-related initiatives [ 7, 8].