Sentence examples for managerial values from inspiring English sources

But their freshness is often superficial, and, as such, fads don't unduly challenge basic managerial values.

Or Robert Quinn's competing managerial values, results and relationships, stability and change; R.E.

Although many of Sigma's managers (including the plant manager) were engineers or scientists by training and early work, our evidence suggests that they adopted managerial values when they left the technical departments.

Based on empirical studies of both organizations and judicial decisions, the book suggests that organizations infuse managerial values into civil rights law in a way that simultaneously legalizes organizations and "managerializes" law.

A government policy agenda that strives to apply increasingly active managerial values to the NHS encourages this retreat by GPs to a more purist biomedical space.

The healthcare sector is a complex environment, where strategy and decision-making are defined by the intersection of different cultures (professional, bureaucratic and managerial), values (political, social, entrepreneurial, individual) and interests (different professional families, groups and individuals, firms and the public sector, different levels of government).

This setting is justified by the economic and managerial value of the expected output - it is easy to plan energy supply for the next week, given we have the predicted energy consumption demand.

The fact that the breakup value of many large corporations is greater than their share value shows pretty clearly how much value corporate managers can subtract from their subsidiary businesses, but in fact few of us know exactly what managerial added value would look like as it was occurring.

The chances of adding to firm value in any period are predicted to be positively related to past managerial performance (mean value of the signal).

However, following legislation in 1989 and 1991 designed to reduce risk-taking and also reflecting substantial improvements in bank franchise value, managerial shareholdings and total and firm specific risk became negatively related in the early 1990s.

Each factor grouped a set of constructs highly correlated to each other and weakly correlated to constructs of other factors, thus indicating that the owner-managers under investigation had valued managerial functions and roles in four different ways.