Sentence examples for more centralised approach from inspiring English sources

The notice has prompted comment that the procurement will hinder the Efficiency and Reform Group's (ERG) efforts to develop a more centralised approach to IT procurement in central government.

"We're not there at the moment but I'm still of the view that a more centralised approach to rugby in Wales is the way forward because we are a small country and the economic environment here is extremely challenging," he went on.

Nasser Saidi, the DIFC's chief economist, says the DW restructuring is encouraging other emerging-market countries that have spent heavily on infrastructure to take "a more centralised approach" to financial management, for instance by establishing debt-management units within finance ministries.

"I would like a more centralised approach from the WRU," said Lewis.

Officials suggested this was due to changes in the way fraud was recorded, with a more centralised approach.

Health provider sampling was combined with county hospital-based regular screening, which would be viable in this more centralised approach.

Like the practitioners on the margins of Dutch dieting that Mol describes, the GROS – who have developed a more structured and centralised approach than their Dutch colleagues, encourage people to taste, savour and enjoy their food.

In contrast, the form of HiAP pursued in South Australia, (which has received much attention internationally [ 55]) is embedded in the government bureaucracy making it a more centralised, top-down approach to joined-up government.

While they were seen as successful because of hard work and grindingly long hours, Finland was seen as the way to achieve success with a much more creative and less centralised approach.

He will jettison Mr Dunlap's centralised approach, relying more heavily on profit centres; and although he will proceed with Mr Dunlap's plans to outsource production, he will pay more attention to the difficulties of how this should be done.In other words, he will attend to some of the subtleties that the bull-headed Mr Dunlap was unable to master.

This prompted the subsequent scholars and practitioners in microfinance, such as Muhammad Yunus of Grameen Bank and Fazle Hasan Abed of BRAC, to abandon the cooperative approach in favour of more centralised control and service delivery structures.