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1 Corporate Management Policy
HR. CMPУниверсальный русско-английский словарь > Corporate Management Policy
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2 Corporate Management System
Sakhalin energy glossary: CMSУниверсальный русско-английский словарь > Corporate Management System
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3 Desktop Corporate Management System
Software: DCMSУниверсальный русско-английский словарь > Desktop Corporate Management System
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4 (Corporate Identity) фирменный/корпоративный стиль
Management: CIУниверсальный русско-английский словарь > (Corporate Identity) фирменный/корпоративный стиль
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5 corporate planning
Gen Mgtthe process of drawing up detailed action plans to achieve an organization’s aims and objectives, taking into account the resources of the organization and the environment within which it operates. Corporate planning represents a formal, structured approach to achieving objectives and to implementing the corporate strategy of an organization. It has traditionally been seen as the responsibility of senior management. The use of the term became predominant during the 1960s but has now been largely superseded by the concept of strategic management. -
6 management style
Gen Mgtthe general manner, outlook, attitude, and behavior of a manager in his or her dealings with subordinates. Organizations may have, or seek to have, distinctive management styles, and sometimes train employees to try to ensure that a preferred style, fitting in with the desired corporate culture, is always used. Management styles can vary widely between extremes of control and consultation. The latter are generally thought to encourage degrees of employee participation in management with consequently improved employee commitment, employee involvement, and empowerment. More participatory styles are also usually related to more open organizational cultures and flatter organizational structures. One well-known instrument for distinguishing individual management styles is Robert Blake’s and Jane Mouton’s Managerial Grid™. -
7 corporate culture
Gen Mgtthe combined beliefs, values, ethics, procedures, and atmosphere of an organization. The culture of an organization is often expressed as “the way we do things around here” and consists of largely unspoken values, norms, and behaviors that become the natural way of doing things. An organization’s culture may be more apparent to an external observer than an internal practitioner. The first person to attempt a definition of corporate culture was Edgar Schein, who said that it consisted of rules, procedures, and processes that governed how things were done, as well as the philosophy that guides the attitude of senior management toward staff and customers. The difficulty in identifying the traits of culture and changing them is borne out by the fact that culture is not merely climate, power, and politics, but all those things and more. There can be several subcultures within an organization, for example, defined by hierarchy—shop floor or executive—or by function—sales, design, or production. Changing or renewing corporate culture in order to achieve the organization’s strategy is considered one of the major tasks of organization leadership, as it is recognized that such a change is hard to achieve without the will of the leader. -
8 Corporate Body Management
Business: CBMУниверсальный русско-английский словарь > Corporate Body Management
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9 Corporate Information Management
Network technologies: CIMУниверсальный русско-английский словарь > Corporate Information Management
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10 Corporate Performance Management
Abbreviation: CPMУниверсальный русско-английский словарь > Corporate Performance Management
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11 Corporate Real Estate Management
Business: CREMУниверсальный русско-английский словарь > Corporate Real Estate Management
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12 Corporate Sustainability Management
Business: CSMУниверсальный русско-английский словарь > Corporate Sustainability Management
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13 Corporate Translation Management
General subject: CMTУниверсальный русско-английский словарь > Corporate Translation Management
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14 strategic management
Gen Mgtthe development of corporate strategy, and the management of an organization according to that strategy.Strategic management focuses on achieving and maintaining a strong competitive advantage. It involves the application of corporate strategy to all aspects of the organization, and especially to decision making. As a discipline, strategic management developed in the 1970s, but it has evolved in response to changes in organization structure and corporate culture. With greater empowerment, strategy has become the concern not just of directors but also of employees at all levels of the organization. -
15 senior management
Gen Mgtthe managers and executives at the highest level of an organization. Senior management includes the board of directors. Senior management has responsibility for corporate governance, corporate strategy, and the interests of all the organization’s stakeholders. -
16 environmental management
Gen Mgta systematic approach to minimizing the damage created by an organization to the environment in which it operates. Environmental management has become an issue in organizations because consumers now expect them to be environmentally aware, if not environmentally friendly. Senior managers and directors are increasingly being held liable for their organizations’ environmental performance, and the onus is on them to adopt a corporate strategy that balances economic growth with environmental protection. Environmental management involves reducing pollution, waste, and the consumption of natural resources by implementing an environmental action plan. This plan brings together the key elements of environmental management, including an organization’s environmental policy statement, an environmental audit, environmental management system, and standards such as the EC ECO-Management Audit Scheme and ISO 14000. -
17 venture management
Gen Mgtthe collaboration of various sections within an organization to encourage an entrepreneurial spirit, increase innovation, and produce successful new products more quickly. Venture management is used within large organizations to create a small-firm, entrepreneurial atmosphere, releasing innovation and talent from promising employees. It cuts out bureaucracy and bypasses traditional management systems. The collaboration is generally between research and development, corporate planning, marketing, finance, and purchasing functions. -
18 turnaround management
Gen Mgtthe implementation of a set of actions required to save an organization from business failure and return it to operational normality and financial solvency. Turnaround management usually requires strong leadership and can include corporate restructuring and redundancies, an investigation of the root causes of failure, and long-term programs to revitalize the organization. -
19 National Association For Corporate Art Management
Theatre: NACAMУниверсальный русско-английский словарь > National Association For Corporate Art Management
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20 ondernemingsleiding
• corporate managementNederlands-Engels Technisch Woordenboek > ondernemingsleiding
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