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1 ongoing management
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2 ongoing management system
Englisch-Deutsch Fachwörterbuch der Wirtschaft > ongoing management system
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3 ongoing money-market management
Englisch-Deutsch Fachwörterbuch der Wirtschaft > ongoing money-market management
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4 management of maintenance
English-Russian dictionary on nuclear energy > management of maintenance
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5 change management
Gen Mgtthe coordination of a structured period of transition from situation A to situation B in order to achieve lasting change within an organization. Change management can be of varying scope, from continuous improvement, which involves small ongoing changes to existing processes, to radical and substantial change involving organizational strategy. Change management can be reactive or proactive. It can be instigated in reaction to something in an organization’s external environment, for example, in the realms of economics, politics, legislation, or competition, or in reaction to something within the processes, structures, people, and events of the organization’s internal environment. It may also be instigated as a proactive measure, for example, in anticipation of unfavorable economic conditions in the future. Change management usually follows five steps: recognition of a trigger indicating that change is needed; clarification of the end point, or “where we want to be”; planning how to achieve the change; accomplishment of the transition; and maintenance to ensure the change is lasting. Effective change management involves alterations on a personal level, for example, a shift in attitudes or work routines, and thus personnel management skills such as motivation are vital to successful change. Other important influences on the success of change management include leadership style, communication, and a unified positive attitude to the change among the workforce. Business process reengineering is one type of change management, involving the redesign of processes within an organization to raise performance. Change agents are those people within an organization who are leaders and champions of the change process. With the accelerating pace of change in the business environment in the 1990s and 2000s, change has become accepted as a fact of business life and is the subject of books on management. -
6 running
1. noun1) (management) Leitung, diemake the running — (in competition) an der Spitze liegen; (fig.): (have the initiative) den Ton angeben
2. adjectivein/out of the running — im/aus dem Rennen
1) (continuous) ständig; fortlaufend [Erklärungen]2) (in succession) hintereinander* * *1) (of or for running: running shoes.) Lauf-...2) (continuous: a running commentary on the football match.) laufend* * *run·ning[ˈrʌnɪŋ]road \running Laufen nt auf Asphaltshe has control of the day-to-day \running of the business sie führt die laufenden Geschäfte des Unternehmens3.▶ to be in/out of the \running (as a competitor) mit/nicht mit im Rennen sein; (as a candidate) noch/nicht mehr mit im Rennen sein▶ to put sb out of the \running jdn aus dem Rennen werfenII. adjfive days \running fünf Tage hintereinander [o in Folge2. (ongoing) [fort]laufendto have a \running battle with sb laufend [o andauernd] Streit mit jdm haben3. (operating) betriebsbereitthe machines are back to \running condition die Maschinen sind wieder betriebsbereit\running waters fließende Gewässer* * *['rʌnɪŋ]1. n1) Laufen nt, Rennen ntrunning style, style of running — Laufstil m
he started professional running eight years ago — er begann seine Laufkarriere vor acht Jahren
to be in the running ( for sth) — im Rennen (für etw) liegen
out of the running — aus dem Rennen
to take up the running (lit, fig) — sich an die Spitze setzen
2) (= functioning of machine, vehicle) Laufen nt3) (= management of business, hotel) Führung f, Leitung f; (of country, shop) Führung f; (of mine) Betrieb m; (of school, organization, newspaper) Leitung f; (= organization of course, competition) Veranstaltung f, Durchführung f; (= being in charge of course, competition, department, project) Leitung f5) (= smuggling) Schmuggel m2. adjrunning sore (Med) — eiternde Wunde; (fig) Eiterbeule f
3. advhintereinander* * *running [ˈrʌnıŋ]A srunning off the ball SPORT das Spiel ohne Ball;2. (Wett)Laufen n, (-)Rennen n, Wettlauf m (auch fig):be still in the running noch gut im Rennen liegen (a. fig:for um);be out of the running aus dem Rennen sein (a. fig:for um);put sb out of the running jemanden aus dem Rennen werfen (a. fig);a) das Tempo machen,b) fig das Tempo angeben,c) fig tonangebend sein;3. Schmuggel m4. Leitung f, Führung f5. Überwachung f, Bedienung f (einer Maschine)6. Brechen n (einer Blockade)B adjbe in running order in fahrbereitem Zustand sein2. flüchtig (Blick)3. laufend (Ausgaben, Monat etc):have a running battle ständig im Streit liegen ( with mit)4. WIRTSCH laufend, offen: → academic.ru/63500/running_account">running account5. fließend:7. flüssig8. aufeinanderfolgend:for three days running drei Tage hintereinander10. laufend, gleitend (Seil etc)11. linear gemessen:12. BOTa) rankendb) kriechend13. MUS laufend:running passages Läufe* * *1. noun1) (management) Leitung, diemake the running — (in competition) an der Spitze liegen; (fig.): (have the initiative) den Ton angeben
in/out of the running — im/aus dem Rennen
3) (of engine, machine) Laufen, das2. adjective1) (continuous) ständig; fortlaufend [Erklärungen]have or fight a running battle — (fig.) ständig im Streit liegen
2) (in succession) hintereinander* * *adj.laufend adj. n.Arbeitsgang m.Gang ¨-e m.Versuch -e m. -
7 near cash
!гос. фин. The resource budget contains a separate control total for “near cash” expenditure, that is expenditure such as pay and current grants which impacts directly on the measure of the golden rule.This paper provides background information on the framework for the planning and control of public expenditure in the UK which has been operated since the 1998 Comprehensive Spending Review (CSR). It sets out the different classifications of spending for budgeting purposes and why these distinctions have been adopted. It discusses how the public expenditure framework is designed to ensure both sound public finances and an outcome-focused approach to public expenditure.The UK's public spending framework is based on several key principles:"consistency with a long-term, prudent and transparent regime for managing the public finances as a whole;" "the judgement of success by policy outcomes rather than resource inputs;" "strong incentives for departments and their partners in service delivery to plan over several years and plan together where appropriate so as to deliver better public services with greater cost effectiveness; and"the proper costing and management of capital assets to provide the right incentives for public investment.The Government sets policy to meet two firm fiscal rules:"the Golden Rule states that over the economic cycle, the Government will borrow only to invest and not to fund current spending; and"the Sustainable Investment Rule states that net public debt as a proportion of GDP will be held over the economic cycle at a stable and prudent level. Other things being equal, net debt will be maintained below 40 per cent of GDP over the economic cycle.Achievement of the fiscal rules is assessed by reference to the national accounts, which are produced by the Office for National Statistics, acting as an independent agency. The Government sets its spending envelope to comply with these fiscal rules.Departmental Expenditure Limits ( DEL) and Annually Managed Expenditure (AME)"Departmental Expenditure Limit ( DEL) spending, which is planned and controlled on a three year basis in Spending Reviews; and"Annually Managed Expenditure ( AME), which is expenditure which cannot reasonably be subject to firm, multi-year limits in the same way as DEL. AME includes social security benefits, local authority self-financed expenditure, debt interest, and payments to EU institutions.More information about DEL and AME is set out below.In Spending Reviews, firm DEL plans are set for departments for three years. To ensure consistency with the Government's fiscal rules departments are set separate resource (current) and capital budgets. The resource budget contains a separate control total for “near cash” expenditure, that is expenditure such as pay and current grants which impacts directly on the measure of the golden rule.To encourage departments to plan over the medium term departments may carry forward unspent DEL provision from one year into the next and, subject to the normal tests for tautness and realism of plans, may be drawn down in future years. This end-year flexibility also removes any incentive for departments to use up their provision as the year end approaches with less regard to value for money. For the full benefits of this flexibility and of three year plans to feed through into improved public service delivery, end-year flexibility and three year budgets should be cascaded from departments to executive agencies and other budget holders.Three year budgets and end-year flexibility give those managing public services the stability to plan their operations on a sensible time scale. Further, the system means that departments cannot seek to bid up funds each year (before 1997, three year plans were set and reviewed in annual Public Expenditure Surveys). So the credibility of medium-term plans has been enhanced at both central and departmental level.Departments have certainty over the budgetary allocation over the medium term and these multi-year DEL plans are strictly enforced. Departments are expected to prioritise competing pressures and fund these within their overall annual limits, as set in Spending Reviews. So the DEL system provides a strong incentive to control costs and maximise value for money.There is a small centrally held DEL Reserve. Support from the Reserve is available only for genuinely unforeseeable contingencies which departments cannot be expected to manage within their DEL.AME typically consists of programmes which are large, volatile and demand-led, and which therefore cannot reasonably be subject to firm multi-year limits. The biggest single element is social security spending. Other items include tax credits, Local Authority Self Financed Expenditure, Scottish Executive spending financed by non-domestic rates, and spending financed from the proceeds of the National Lottery.AME is reviewed twice a year as part of the Budget and Pre-Budget Report process reflecting the close integration of the tax and benefit system, which was enhanced by the introduction of tax credits.AME is not subject to the same three year expenditure limits as DEL, but is still part of the overall envelope for public expenditure. Affordability is taken into account when policy decisions affecting AME are made. The Government has committed itself not to take policy measures which are likely to have the effect of increasing social security or other elements of AME without taking steps to ensure that the effects of those decisions can be accommodated prudently within the Government's fiscal rules.Given an overall envelope for public spending, forecasts of AME affect the level of resources available for DEL spending. Cautious estimates and the AME margin are built in to these AME forecasts and reduce the risk of overspending on AME.Together, DEL plus AME sum to Total Managed Expenditure (TME). TME is a measure drawn from national accounts. It represents the current and capital spending of the public sector. The public sector is made up of central government, local government and public corporations.Resource and Capital Budgets are set in terms of accruals information. Accruals information measures resources as they are consumed rather than when the cash is paid. So for example the Resource Budget includes a charge for depreciation, a measure of the consumption or wearing out of capital assets."Non cash charges in budgets do not impact directly on the fiscal framework. That may be because the national accounts use a different way of measuring the same thing, for example in the case of the depreciation of departmental assets. Or it may be that the national accounts measure something different: for example, resource budgets include a cost of capital charge reflecting the opportunity cost of holding capital; the national accounts include debt interest."Within the Resource Budget DEL, departments have separate controls on:"Near cash spending, the sub set of Resource Budgets which impacts directly on the Golden Rule; and"The amount of their Resource Budget DEL that departments may spend on running themselves (e.g. paying most civil servants’ salaries) is limited by Administration Budgets, which are set in Spending Reviews. Administration Budgets are used to ensure that as much money as practicable is available for front line services and programmes. These budgets also help to drive efficiency improvements in departments’ own activities. Administration Budgets exclude the costs of frontline services delivered directly by departments.The Budget preceding a Spending Review sets an overall envelope for public spending that is consistent with the fiscal rules for the period covered by the Spending Review. In the Spending Review, the Budget AME forecast for year one of the Spending Review period is updated, and AME forecasts are made for the later years of the Spending Review period.The 1998 Comprehensive Spending Review ( CSR), which was published in July 1998, was a comprehensive review of departmental aims and objectives alongside a zero-based analysis of each spending programme to determine the best way of delivering the Government's objectives. The 1998 CSR allocated substantial additional resources to the Government's key priorities, particularly education and health, for the three year period from 1999-2000 to 2001-02.Delivering better public services does not just depend on how much money the Government spends, but also on how well it spends it. Therefore the 1998 CSR introduced Public Service Agreements (PSAs). Each major government department was given its own PSA setting out clear targets for achievements in terms of public service improvements.The 1998 CSR also introduced the DEL/ AME framework for the control of public spending, and made other framework changes. Building on the investment and reforms delivered by the 1998 CSR, successive spending reviews in 2000, 2002 and 2004 have:"provided significant increase in resources for the Government’s priorities, in particular health and education, and cross-cutting themes such as raising productivity; extending opportunity; and building strong and secure communities;" "enabled the Government significantly to increase investment in public assets and address the legacy of under investment from past decades. Departmental Investment Strategies were introduced in SR2000. As a result there has been a steady increase in public sector net investment from less than ¾ of a per cent of GDP in 1997-98 to 2¼ per cent of GDP in 2005-06, providing better infrastructure across public services;" "introduced further refinements to the performance management framework. PSA targets have been reduced in number over successive spending reviews from around 300 to 110 to give greater focus to the Government’s highest priorities. The targets have become increasingly outcome-focused to deliver further improvements in key areas of public service delivery across Government. They have also been refined in line with the conclusions of the Devolving Decision Making Review to provide a framework which encourages greater devolution and local flexibility. Technical Notes were introduced in SR2000 explaining how performance against each PSA target will be measured; and"not only allocated near cash spending to departments, but also – since SR2002 - set Resource DEL plans for non cash spending.To identify what further investments and reforms are needed to equip the UK for the global challenges of the decade ahead, on 19 July 2005 the Chief Secretary to the Treasury announced that the Government intends to launch a second Comprehensive Spending Review (CSR) reporting in 2007.A decade on from the first CSR, the 2007 CSR will represent a long-term and fundamental review of government expenditure. It will cover departmental allocations for 2008-09, 2009-10 and 2010 11. Allocations for 2007-08 will be held to the agreed figures already announced by the 2004 Spending Review. To provide a rigorous analytical framework for these departmental allocations, the Government will be taking forward a programme of preparatory work over 2006 involving:"an assessment of what the sustained increases in spending and reforms to public service delivery have achieved since the first CSR. The assessment will inform the setting of new objectives for the decade ahead;" "an examination of the key long-term trends and challenges that will shape the next decade – including demographic and socio-economic change, globalisation, climate and environmental change, global insecurity and technological change – together with an assessment of how public services will need to respond;" "to release the resources needed to address these challenges, and to continue to secure maximum value for money from public spending over the CSR period, a set of zero-based reviews of departments’ baseline expenditure to assess its effectiveness in delivering the Government’s long-term objectives; together with"further development of the efficiency programme, building on the cross cutting areas identified in the Gershon Review, to embed and extend ongoing efficiency savings into departmental expenditure planning.The 2007 CSR also offers the opportunity to continue to refine the PSA framework so that it drives effective delivery and the attainment of ambitious national standards.Public Service Agreements (PSAs) were introduced in the 1998 CSR. They set out agreed targets detailing the outputs and outcomes departments are expected to deliver with the resources allocated to them. The new spending regime places a strong emphasis on outcome targets, for example in providing for better health and higher educational standards or service standards. The introduction in SR2004 of PSA ‘standards’ will ensure that high standards in priority areas are maintained.The Government monitors progress against PSA targets, and departments report in detail twice a year in their annual Departmental Reports (published in spring) and in their autumn performance reports. These reports provide Parliament and the public with regular updates on departments’ performance against their targets.Technical Notes explain how performance against each PSA target will be measured.To make the most of both new investment and existing assets, there needs to be a coherent long term strategy against which investment decisions are taken. Departmental Investment Strategies (DIS) set out each department's plans to deliver the scale and quality of capital stock needed to underpin its objectives. The DIS includes information about the department's existing capital stock and future plans for that stock, as well as plans for new investment. It also sets out the systems that the department has in place to ensure that it delivers its capital programmes effectively.This document was updated on 19 December 2005.Near-cash resource expenditure that has a related cash implication, even though the timing of the cash payment may be slightly different. For example, expenditure on gas or electricity supply is incurred as the fuel is used, though the cash payment might be made in arrears on aquarterly basis. Other examples of near-cash expenditure are: pay, rental.Net cash requirement the upper limit agreed by Parliament on the cash which a department may draw from theConsolidated Fund to finance the expenditure within the ambit of its Request forResources. It is equal to the agreed amount of net resources and net capital less non-cashitems and working capital.Non-cash cost costs where there is no cash transaction but which are included in a body’s accounts (or taken into account in charging for a service) to establish the true cost of all the resourcesused.Non-departmental a body which has a role in the processes of government, but is not a government public body, NDPBdepartment or part of one. NDPBs accordingly operate at arm’s length from governmentMinisters.Notional cost of a cost which is taken into account in setting fees and charges to improve comparability with insuranceprivate sector service providers.The charge takes account of the fact that public bodies donot generally pay an insurance premium to a commercial insurer.the independent body responsible for collecting and publishing official statistics about theUK’s society and economy. (At the time of going to print legislation was progressing tochange this body to the Statistics Board).Office of Government an office of the Treasury, with a status similar to that of an agency, which aims to maximise Commerce, OGCthe government’s purchasing power for routine items and combine professional expertiseto bear on capital projects.Office of the the government department responsible for discharging the Paymaster General’s statutoryPaymaster General,responsibilities to hold accounts and make payments for government departments and OPGother public bodies.Orange bookthe informal title for Management of Risks: Principles and Concepts, which is published by theTreasury for the guidance of public sector bodies.Office for NationalStatistics, ONS60Managing Public Money————————————————————————————————————————"GLOSSARYOverdraftan account with a negative balance.Parliament’s formal agreement to authorise an activity or expenditure.Prerogative powerspowers exercisable under the Royal Prerogative, ie powers which are unique to the Crown,as contrasted with common-law powers which may be available to the Crown on the samebasis as to natural persons.Primary legislationActs which have been passed by the Westminster Parliament and, where they haveappropriate powers, the Scottish Parliament and the Northern Ireland Assembly. Begin asBills until they have received Royal Assent.arrangements under which a public sector organisation contracts with a private sectorentity to construct a facility and provide associated services of a specified quality over asustained period. See annex 7.5.Proprietythe principle that patterns of resource consumption should respect Parliament’s intentions,conventions and control procedures, including any laid down by the PAC. See box 2.4.Public Accountssee Committee of Public Accounts.CommitteePublic corporationa trading body controlled by central government, local authority or other publiccorporation that has substantial day to day operating independence. See section 7.8.Public Dividend finance provided by government to public sector bodies as an equity stake; an alternative to Capital, PDCloan finance.Public Service sets out what the public can expect the government to deliver with its resources. EveryAgreement, PSAlarge government department has PSA(s) which specify deliverables as targets or aimsrelated to objectives.a structured arrangement between a public sector and a private sector organisation tosecure an outcome delivering good value for money for the public sector. It is classified tothe public or private sector according to which has more control.Rate of returnthe financial remuneration delivered by a particular project or enterprise, expressed as apercentage of the net assets employed.Regularitythe principle that resource consumption should accord with the relevant legislation, therelevant delegated authority and this document. See box 2.4.Request for the functional level into which departmental Estimates may be split. RfRs contain a number Resources, RfRof functions being carried out by the department in pursuit of one or more of thatdepartment’s objectives.Resource accountan accruals account produced in line with the Financial Reporting Manual (FReM).Resource accountingthe system under which budgets, Estimates and accounts are constructed in a similar wayto commercial audited accounts, so that both plans and records of expenditure allow in fullfor the goods and services which are to be, or have been, consumed – ie not just the cashexpended.Resource budgetthe means by which the government plans and controls the expenditure of resources tomeet its objectives.Restitutiona legal concept which allows money and property to be returned to its rightful owner. Ittypically operates where another person can be said to have been unjustly enriched byreceiving such monies.Return on capital the ratio of profit to capital employed of an accounting entity during an identified period.employed, ROCEVarious measures of profit and of capital employed may be used in calculating the ratio.Public Privatepartnership, PPPPrivate Finance Initiative, PFIParliamentaryauthority61Managing Public Money"————————————————————————————————————————GLOSSARYRoyal charterthe document setting out the powers and constitution of a corporation established underprerogative power of the monarch acting on Privy Council advice.Second readingthe second formal time that a House of Parliament may debate a bill, although in practicethe first substantive debate on its content. If successful, it is deemed to denoteParliamentary approval of the principle of the proposed legislation.Secondary legislationlaws, including orders and regulations, which are made using powers in primary legislation.Normally used to set out technical and administrative provision in greater detail thanprimary legislation, they are subject to a less intense level of scrutiny in Parliament.European legislation is,however,often implemented in secondary legislation using powers inthe European Communities Act 1972.Service-level agreement between parties, setting out in detail the level of service to be performed.agreementWhere agreements are between central government bodies, they are not legally a contractbut have a similar function.Shareholder Executive a body created to improve the government’s performance as a shareholder in businesses.Spending reviewsets out the key improvements in public services that the public can expect over a givenperiod. It includes a thorough review of departmental aims and objectives to find the bestway of delivering the government’s objectives, and sets out the spending plans for the givenperiod.State aidstate support for a domestic body or company which could distort EU competition and sois not usually allowed. See annex 4.9.Statement of Excessa formal statement detailing departments’ overspends prepared by the Comptroller andAuditor General as a result of undertaking annual audits.Statement on Internal an annual statement that Accounting Officers are required to make as part of the accounts Control, SICon a range of risk and control issues.Subheadindividual elements of departmental expenditure identifiable in Estimates as single cells, forexample cell A1 being administration costs within a particular line of departmental spending.Supplyresources voted by Parliament in response to Estimates, for expenditure by governmentdepartments.Supply Estimatesa statement of the resources the government needs in the coming financial year, and forwhat purpose(s), by which Parliamentary authority is sought for the planned level ofexpenditure and income.Target rate of returnthe rate of return required of a project or enterprise over a given period, usually at least a year.Third sectorprivate sector bodies which do not act commercially,including charities,social and voluntaryorganisations and other not-for-profit collectives. See annex 7.7.Total Managed a Treasury budgeting term which covers all current and capital spending carried out by the Expenditure,TMEpublic sector (ie not just by central departments).Trading fundan organisation (either within a government department or forming one) which is largely orwholly financed from commercial revenue generated by its activities. Its Estimate shows itsnet impact, allowing its income from receipts to be devoted entirely to its business.Treasury Minutea formal administrative document drawn up by the Treasury, which may serve a wide varietyof purposes including seeking Parliamentary approval for the use of receipts asappropriations in aid, a remission of some or all of the principal of voted loans, andresponding on behalf of the government to reports by the Public Accounts Committee(PAC).62Managing Public Money————————————————————————————————————————GLOSSARY63Managing Public MoneyValue for moneythe process under which organisation’s procurement, projects and processes aresystematically evaluated and assessed to provide confidence about suitability, effectiveness,prudence,quality,value and avoidance of error and other waste,judged for the public sectoras a whole.Virementthe process through which funds are moved between subheads such that additionalexpenditure on one is met by savings on one or more others.Votethe process by which Parliament approves funds in response to supply Estimates.Voted expenditureprovision for expenditure that has been authorised by Parliament. Parliament ‘votes’authority for public expenditure through the Supply Estimates process. Most expenditureby central government departments is authorised in this way.Wider market activity activities undertaken by central government organisations outside their statutory duties,using spare capacity and aimed at generating a commercial profit. See annex 7.6.Windfallmonies received by a department which were not anticipated in the spending review.———————————————————————————————————————— -
8 international
international(e)International Accounting Standards Committee comité m international des normes comptables;International Bank for Reconstruction and Development Banque f internationale pour la reconstruction et le développement;TELECOMMUNICATIONS international call appel m international, communication f internationale;International Chamber of Commerce Chambre f de commerce internationale;international commodity agreements accords m pl internationaux sur les produits de base;international community communauté f internationale;international currency devise f internationale;TELECOMMUNICATIONS British international dialling code or American international dialing code indicatif m du pays;international division division f internationale;International Finance Corporation Société f financière internationale;International Labour Office Bureau m international du travail;International Labour Organization Organisation f internationale du travail;international law droit m international;ECONOMICS International Monetary Fund Fonds m monétaire international;international monetary reserves réserves f pl monétaires internationales;international money market marché m monétaire international;international money order mandat m international;international operations (of company) opérations f internationales;international reply coupon coupon-réponse m international;international rights droits m pl internationaux;International Standards Organization Organisation internationale de normalisation;international trade commerce m international;international trademark register registre m international des marques;international trade organization organisation professionnelle internationale;international trading corporation société de commerce internationalThe International Federation of Airline Pilots' Associations (IFALPA) has formally requested an investigation by the International Labour Organisation (ILO) into the practices of Cathay Pacific Airways management in the ongoing dispute with its pilots. The group charges that Cathay Pacific management has violated international standards of workers protection agreed to by many nations including China.
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9 conflict
1. сущ.1) общ. конфликт, конфликтная ситуация, столкновение, коллизия (столкновение противоположных интересов, сторон, мнений, сил)armed conflict — вооруженное столкновение, война
See:conflict of interest, individual conflict of interest, institutional conflict of interest, personality clash, social conflict, conflict management, accommodation of conflicting interests, Dahrendorf, Ralf, Dahrendorf, Ralf, Dahrendorf, Ralf, Dahrendorf, Ralf, Dahrendorf, Ralf, Dahrendorf, Ralf, Dahrendorf, Ralf, Dahrendorf, Ralf, Dahrendorf, Ralf, Dahrendorf, Ralf, Dahrendorf, Ralf, Dahrendorf, Ralf, Dahrendorf, Ralf, Dahrendorf, Ralf2) общ. противоречие (между идеями, законами и т. д.)to come into conflict with — вступить в противоречие с кем-л.
to be in conflict with — находиться в ситуации противоречия (с чем-л.)
See:2. гл.общ. быть в конфликте, противоречитьto conflict with smb's interests — противоречить интересам кого-л.
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10 economy
n1) экономика; хозяйство2) экономия; бережливость•to build up national economy — строить / создавать национальную экономику
to improve one's economy — улучшать состояние экономики
to meet the needs of the national economy for smth — удовлетворять потребности национальной экономики в чем-л.
to rebuild a country's economy — восстанавливать / реконструировать экономику страны
to rehabilitate the war-ravaged national economy — восстанавливать разрушенную войной экономику страны
to remodel the economy — переделывать / изменять экономику
to revitalize / to revive the economy — возрождать / оживлять экономику
to satisfy the needs of the national economy for smth — удовлетворять потребности национальной экономики в чем-л.
to stimulate one's domestic economy — стимулировать рост экономики внутри страны
- adversely affected branches of economyto tighten one's economy hold — усиливать свое экономическое влияние
- agricultural economy
- ailing economy
- ailing economies of the Third World
- all-embracing economy
- appalling state of the economy
- balanced development of the branches of economy
- barter economy
- beleaguered economy
- black economy
- buoyancy in a country's economy
- buoyant economy
- business economy
- capitalist economy
- centralized economy
- centrally planned economy
- closed economy
- cohesive economy
- collapsing economy
- colonialist economy
- command economy
- commanding heights of the economy
- competitive economy
- complementary economies
- consumer economy
- controlled economy
- crippled economy
- crisis-free economy
- critical state of the economy
- day-to-day running of economy
- debt-ridden economy
- defense economy
- developed economy
- developed national economy
- developing economy
- dire state of the economy
- disrupted economy
- domestic economy
- economy catches its breath
- economy constricts
- economy expands
- economy goes deeper into crisis
- economy goes into a decline
- economy is buoyant
- economy is close to collapse
- economy is coming out of recession
- economy is crumbling
- economy is diving into a recession
- economy is facing a slump
- economy is faltering
- economy is headed upward
- economy is in a dreadful state
- economy is in a state of collapse
- economy is in bad condition
- economy is in recession
- economy is in the doldrums
- economy is not out of the woods yet
- economy is rolling downhill
- economy is sagging
- economy is seriously unbalanced
- economy is shrinking
- economy of disarmament
- economy of fuel
- economy of one-sided development
- economy of scarcity
- economy recovers
- economy undergoing charges
- economy will undergo drastic surgical measures
- economy with a high rate of growth in per capita output
- economies of industrialized countries are booming
- economies of scale
- economies on labor
- economies on social services
- emerging economy
- engineering economy
- exchange economy
- expanding economy
- fast developing economy
- flagging economy
- fragile economy
- frail economy
- free economy
- free enterprise economy
- freewheeling economy
- full employment economy
- ghost economy
- gilt-edged economy
- global economy
- gray economy
- green economy
- gross mismanagement of economy
- growth of the economy
- growth rate of the economy
- healthy economy
- high employment economy
- high interest rates further dampen down the economy
- highly developed branches of the economy
- home economy
- humane economy
- industrial economy
- inflationary pressures on the economy
- intensification of economy
- laissez-faire economy
- less centralized grip on the economy
- lop-sided economy
- low pressure economy
- major economy
- management of the economy
- market economy
- market-oriented economy
- mature economy
- mechanics of economy
- militarization of the economy
- militarized economy
- military economy
- mixed economy
- modernization of the economy
- monetary economy
- moribund economy
- multibranch economy
- multisectoral economy
- multistructrural economy
- national economy
- no-growth period of economy
- ongoing trends in the world economy
- overheated economy
- peace-time economy
- peasant economy
- plan-based economy
- planless economy
- plan-market economy
- planned economy
- pluralistic economy - powerful economy
- private economy
- private enterprise economy
- private sector of the economy
- progressive transformation of the economy
- protected economy
- public sector of the economy
- rapid expansion of the economy
- ravaged economy
- recovery in economy
- reforming of the economy along western lines
- regulated market economy
- retooling of the national economy
- revitalization of the economy
- robber economy
- robust economy
- run-down economy
- rural economy
- sagging economy
- sane economy
- self-sustained economy
- shadow economy
- shaky economy
- shattered economy
- shift away from central control of the economy
- shift to a market economy
- sick economy
- siege economy
- simple commodity economy
- size of the economy
- slide in the economy
- slowing of economy
- sluggish economy
- socialist economy
- socialist system of economy
- socialized economy
- sound economy
- Soviet-style economy
- spaceman economy
- spontaneous economy
- stability of economy
- stagnant economy - state-run economy
- stationary economy
- steady-state economy
- strict economy
- strong economy
- study of world economy
- subsistence economy
- sustained growth of economy
- swift transition to market economy
- swiss-cheese economy
- switchover to a market economy
- the country's economy grew by 10 per cent
- the country's economy has been in better shape than before
- the country's economy is in a pretty bad way
- the country's economy is in dire trouble
- tottering economy
- transition to market economy
- troubled economy
- turnaround in the economy
- two interlined economies
- unbalanced economy
- under-the-table economy
- unstable economy
- viable economy
- war economy
- war-ravaged economy
- war-time economy
- weakening of the economy
- world economy -
11 ♦ discussion
♦ discussion /dɪˈskʌʃn/n. [uc]1 discussione; dibattito: Discussions with the management about job losses are ongoing, le discussioni con la direzione riguardo la perdita di posti di lavoro sono in corso; an animated discussion, una discussione animata; a frank discussion, una discussione franca; to hold a discussion, fare un dibattito; to open (o to start) a discussion, avviare un dibattito2 analisi; trattazione ( di un argomento, ecc.): a discussion of the causes of the financial crisis, un'analisi delle cause della crisi finanziaria● to be under discussion, essere in fase di discussione: The matter is still under discussion, la faccenda è ancora in fase di discussione □ ( di problema, ecc.) to come up for discussion, essere oggetto di discussione □ to be in discussion with sb., essere in trattativa con q.: They are in discussion with a US airline, sono in trattativa con una compagnia aerea statunitense □ (comput.) discussion group, gruppo di discussione □ (comput.) discussion list, lista di discussione. -
12 report
1. transitive verb1) (relate) berichten/(in writing) einen Bericht schreiben über (+ Akk.) [Ereignis usw.]; (state formally also) meldensomebody is/was reported to be... — jemand soll... sein/gewesen sein
report somebody missing — jemanden als vermisst melden
2) (repeat) übermitteln (to Dat.) [Botschaft]; wiedergeben (to Dat.) [Worte, Sinn]2. intransitive verbhe is reported as having said that... — er soll gesagt haben, dass...
1) Bericht erstatten (on über + Akk.); berichten (on über + Akk.); (Radio, Telev.)[this is] John Tally reporting [from Delhi] — John Tally berichtet [aus Delhi]
2) (present oneself) sich melden (to bei)3) (be responsible)3. noun1) (account) Bericht, der (on, about über + Akk.); (in newspaper etc. also) Reportage, die (on über + Akk.)2) (Sch.) Zeugnis, das3) (sound) Knall, der4) (rumour) Gerücht, dasPhrasal Verbs:- academic.ru/90918/report_back">report back* * *[rə'po:t] 1. noun1) (a statement or description of what has been said, seen, done etc: a child's school report; a police report on the accident.) der Bericht3) (a loud noise, especially of a gun being fired.) der Knall2. verb1) (to give a statement or description of what has been said, seen, done etc: A serious accident has just been reported; He reported on the results of the conference; Our spies report that troops are being moved to the border; His speech was reported in the newspaper.) berichten2) (to make a complaint about; to give information about the misbehaviour etc of: The boy was reported to the headmaster for being rude to a teacher.) melden3) (to tell someone in authority about: He reported the theft to the police.) melden4) (to go (to a place or a person) and announce that one is there, ready for work etc: The boys were ordered to report to the police-station every Saturday afternoon; Report to me when you return; How many policemen reported for duty?) sich melden•- reporter- reported speech
- report back* * *re·port[rɪˈpɔ:t, AM -ˈpɔ:rt]I. nnewspaper \report Zeitungsbericht m, Zeitungsmeldung f\reports in the newspaper/press Zeitungs-/Presseberichte plthe project leader gave a progress \report on what had been achieved so far der Projektleiter erstattete Bericht über die bisher gemachten Fortschrittestock market/weather \report Börsen-/Wetterbericht mannual/financial \report [of a company] Jahres-/Rechenschaftsbericht m [einer Firma]weekly/yearly \report wöchentlicher/jährlicher Berichtaccording to \reports... Gerüchten zufolge...\report of a gun Knallen nt eines Gewehrssharp \report durchdringender KnallII. vt1. (communicate information)▪ to \report sth [to sb] [jdm] etw berichten [o melden]the assassination was \reported in all the cities über den Mordanschlag wurde in allen Städten berichtethe was \reported missing in action er wurde als vermisst gemeldetto \report profits/losses Gewinne/Verluste ausweisento \report casualties Verluste meldento \report a crime/break-in/theft [to the police] ein Verbrechen/einen Einbruch/einen Diebstahl anzeigen [o [der Polizei] melden]to \report information to the authorities Informationen an die Behörden weiterleitento \report having seen sth aussagen, dass man etw gesehen hatseveral people \reported having seen the stolen car mehrere Leute gaben an, das gestohlene Auto gesehen zu haben2. (denounce)▪ to \report sb jdn meldenthe foreman \reported the lorry driver to the boss der Vorarbeiter meldete den Lastwagenfahrer beim Chefto \report sb to the police jdn anzeigen3. (claim)▪ sb/sth is \reported to be sth jd/etw soll etw seinthe new management are \reported to be more popular among the staff es heißt, dass die neue Geschäftsleitung bei der Belegschaft beliebter sei▪ to \report sth etw wiedergebenI heard that the account \reported in the press is completely false ich habe gehört, der Bericht in der Presse sei völlig falschIII. vi1. (make public) Bericht erstatten▪ to \report on sb/sth to sb [or to sb on sb/sth] (once) jdm über jdn/etw Bericht erstatten; (ongoing) jdn über jdn/etw auf dem Laufenden haltenI want you to \report on progress every Friday ich möchte, dass sie mir jeden Freitag über die gemachten Fortschritte Bericht erstatten▪ to \report [that]... mitteilen, [dass]...▪ to \report to sb jdm unterstehenyou will \report directly to the boss Sie sind direkt dem Chef unterstellt3. (arrive at work)to \report for duty/work sich akk zum Dienst/zur Arbeit melden4. (present oneself formally)some young offenders have to \report to the police station once a month manche jugendliche Straftäter müssen sich einmal im Monat bei der Polizei melden* * *[rɪ'pɔːt]1. n1) (= account, statement) Bericht m (on über +acc); (PRESS, RAD, TV) Reportage f, Bericht m (on über +acc)to give a report on sth — Bericht über etw (acc) erstatten; (Rad, TV) eine Reportage über etw (acc) machen
an official report on the motor industry — ein Gutachten nt über die Autoindustrie
(school) report — Zeugnis nt
chairman's report — Bericht m des Vorsitzenden
2)(= rumour)
to know sth only by report — etw nur vom Hörensagen kennenthere are reports that... — es wird gesagt, dass...
3) (= reputation) Ruf m4) (of gun) Knall mwith a loud report — mit lautem Knall
2. vtto report that... — berichten, dass...
he is reported as having said... — er soll gesagt haben...
it is reported that a prisoner has escaped, a prisoner is reported to have escaped —
it is reported from the White House that... — aus dem Weißen Haus wird berichtet or gemeldet, dass...
2) (to sb jdm) (= notify authorities of) accident, crime, suspect, criminal, culprit melden; (to police) melden, anzeigen; one's position angeben3. vi1) (= announce oneself) sich meldenreport to the director on Monday — melden Sie sich am Montag beim Direktor
2) (= give a report) berichten, Bericht erstatten (on über +acc); (= work as journalist) Reporter(in) m(f) seinthe committee is ready to report — der Ausschuss hat seinen Bericht fertig
this is Michael Brown reporting (from Rome) (Rad, TV) — hier spricht Michael Brown (mit einem Bericht aus Rom)
* * *A s1. a) allg Bericht m (on, into über akk)give a report Bericht erstatten;month under report Berichtsmonat m2. Referat n, Vortrag m4. SCHULE Br Zeugnis n6. MIL Meldung f8. Gerücht n:the report goes that …, report has it that … es geht das Gerücht, dass …9. Ruf m:be of good (evil) report in gutem (schlechtem) Rufe stehen;through good and evil report BIBEL in guten und bösen Tagen10. Knall m (einer Pistole etc)B v/t1. berichten ( to sb jemandem):report progress to sb jemandem über den Stand der Sache berichten;2. berichten über (akk), Bericht erstatten über (akk) (beide auch in der Presse, im Rundfunk etc), erzählen:it is reported that … es heißt(, dass …);he is reported to be ill es heißt, er sei krank; er soll krank sein;he is reported as saying er soll gesagt haben;reported speech LING indirekte Rede3. einen Unfall etc melden:report o.s. sich melden (to bei);report a missing person eine Vermisstenanzeige aufgeben;report sb to the police Anzeige gegen jemanden erstattenC v/ion über akk)2. als Berichterstatter arbeiten, schreiben ( beide:for für):he reports for the “Times”3. Nachricht geben, sich meldenreport for duty sich zum Dienst melden;report back to work sich wieder zur Arbeit melden;report sick sich krankmeldenrep. abk1. report2. reported3. reporter5. reprintrept abk1. receipt2. reportrpt abk1. repeat2. report* * *1. transitive verb1) (relate) berichten/ (in writing) einen Bericht schreiben über (+ Akk.) [Ereignis usw.]; (state formally also) meldensomebody is/was reported to be... — jemand soll... sein/gewesen sein
2) (repeat) übermitteln (to Dat.) [Botschaft]; wiedergeben (to Dat.) [Worte, Sinn]he is reported as having said that... — er soll gesagt haben, dass...
3) (name or notify to authorities) melden (to Dat.); (for prosecution) anzeigen (to bei)2. intransitive verb1) Bericht erstatten (on über + Akk.); berichten (on über + Akk.); (Radio, Telev.)[this is] John Tally reporting [from Delhi] — John Tally berichtet [aus Delhi]
2) (present oneself) sich melden (to bei)3. noun1) (account) Bericht, der (on, about über + Akk.); (in newspaper etc. also) Reportage, die (on über + Akk.)2) (Sch.) Zeugnis, das3) (sound) Knall, der4) (rumour) Gerücht, dasPhrasal Verbs:* * *n.Bericht -e m.Referat -e n.Reportage f. v.berichten v.sich melden v.verkünden v. -
13 report
re·port [rɪʼpɔ:t, Am -ʼpɔ:rt] nnewspaper \report Zeitungsbericht m, Zeitungsmeldung f;the project leader gave a progress \report on what had been achieved so far der Projektleiter erstattete Bericht über die bisher gemachten Fortschritte;weekly/yearly \report wöchentlicher/jährlicher Bericht;according to \reports... Gerüchten zufolge...\report of a gun Knallen nt eines Gewehrs;sharp \report durchdringender Knall vt1) ( communicate information)to \report sth [to sb] [jdm] etw berichten [o melden];the assassination was \reported in all the cities über den Mordanschlag wurde in allen Städten berichtet;he was \reported missing in action er wurde als vermisst gemeldet;to \report casualties Verluste melden;to \report a crime/ break-in/theft [to the police] ein Verbrechen/einen Einbruch/einen Diebstahl anzeigen [o [der Polizei] melden];to \report information to the authorities Informationen an die Behörden weiterleiten;to \report having seen sth aussagen, dass man etw gesehen hat;several people \reported having seen the stolen car mehrere Leute gaben an, das gestohlene Auto gesehen zu haben2) ( denounce)to \report sb jdn melden;the foreman \reported the lorry driver to the boss der Vorarbeiter meldete den Lastwagenfahrer beim Chef;to \report sb to the police jdn anzeigen3) ( claim)sb/sth is \reported to be sth jd/etw soll etw sein;the new management are \reported to be more popular among the staff es heißt, dass die neue Geschäftsleitung bei der Belegschaft beliebter sei4) ( give account)to \report sth etw wiedergeben;I heard that the account \reported in the press is completely false ich habe gehört, der Bericht in der Presse sei völlig falsch vi1) ( make public) Bericht erstatten;( ongoing) jdn über jdn/etw auf dem Laufenden halten;I want you to \report on progress every Friday ich möchte, dass sie mir jeden Freitag über die gemachten Fortschritte Bericht erstatten;to \report [that]... mitteilen, [dass]...to \report to sb jdm unterstehen;you will \report directly to the boss Sie sind direkt dem Chef unterstellt3) ( arrive at work)4) ( present oneself formally)some foreigners have to \report to the police station once a month manche Ausländer müssen sich einmal im Monat bei der Polizei melden -
14 running
run·ning [ʼrʌnɪŋ] nroad \running Laufen nt auf Asphaltshe has control of the day-to-day \running of the business sie führt die laufenden Geschäfte des UnternehmensPHRASES:( as a candidate) noch/nicht mehr mit im Rennen sein;to put sb out of the \running jdn aus dem Rennen werfen adjfive days \running fünf Tage hintereinander [o in Folge];2) ( ongoing) [fort]laufend;to have a \running battle with sb laufend [o andauernd] Streit mit jdm haben3) ( operating) betriebsbereit;the machines are back to \running condition die Maschinen sind wieder betriebsbereit\running waters fließende Gewässer -
15 running
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16 Caetano, Marcello José das Neves Alves
(19061980)Marcello Caetano, as the last prime minister of the Estado Novo, was both the heir and successor of Antônio de Oliveira Salazar. In a sense, Caetano was one of the founders and sustainers of this unusual regime and, at various crucial stages of its long life, Caetano's contribution was as important as Salazar's.Born in Lisbon in 1906 to a middle-class family, Caetano was a member of the student generation that rebelled against the unstable parliamentary First Republic and sought answers to Portugal's legion of troubles in conservative ideologies such as integralism, Catholic reformism, and the Italian Fascist model. One of the most brilliant students at the University of Lisbon's Law School, Caetano soon became directly involved in government service in various ministries, including Salazar's Ministry of Finance. When Caetano was not teaching full-time at the law school in Lisbon and influencing new generations of students who became critical of the regime he helped construct, Caetano was in important government posts and working on challenging assignments. In the 1930s, he participated in reforms in the Ministry of Finance, in the writing of the 1933 Constitution, in the formation of the new civil code, of which he was in part the author, and in the construction of corporativism, which sought to control labor-management relations and other aspects of social engineering. In a regime largely directed by academics from the law faculties of Coimbra University and the University of Lisbon, Caetano was the leading expert on constitutional law, administrative law, political science, and colonial law. A prolific writer as both a political scientist and historian, Caetano was the author of the standard political science, administrative law, and history of law textbooks, works that remained in print and in use among students long after his exile and death.After his apprenticeship service in a number of ministries, Caetano rose steadily in the system. At age 38, he was named minister for the colonies (1944 47), and unlike many predecessors, he "went to see for himself" and made important research visits to Portugal's African territories. In 1955-58, Caetano served in the number-three position in the regime in the Ministry of the Presidency of the Council (premier's office); he left office for full-time academic work in part because of his disagreements with Salazar and others on regime policy and failures to reform at the desired pace. In 1956 and 1957, Caetano briefly served as interim minister of communications and of foreign affairs.Caetano's opportunity to take Salazar's place and to challenge even more conservative forces in the system came in the 1960s. Portugal's most prominent law professor had a public falling out with the regime in March 1962, when he resigned as rector of Lisbon University following a clash between rebellious students and the PIDE, the political police. When students opposing the regime organized strikes on the University of Lisbon campus, Caetano resigned his rectorship after the police invaded the campus and beat and arrested some students, without asking permission to enter university premises from university authorities.When Salazar became incapacitated in September 1968, President Américo Tomás named Caetano prime minister. His tasks were formidable: in the midst of remarkable economic growth in Portugal, continued heavy immigration of Portuguese to France and other countries, and the costly colonial wars in three African colonies, namely Angola, Guinea- Bissau, and Mozambique, the regime struggled to engineer essential social and political reforms, win the wars in Africa, and move toward meaningful political reforms. Caetano supported moderately important reforms in his first two years in office (1968-70), as well as the drafting of constitutional revisions in 1971 that allowed a slight liberalization of the Dictatorship, gave the opposition more room for activity, and decentrali zed authority in the overseas provinces (colonies). Always aware of the complexity of Portugal's colonial problems and of the ongoing wars, Caetano made several visits to Africa as premier, and he sought to implement reforms in social and economic affairs while maintaining the expensive, divisive military effort, Portugal's largest armed forces mobilization in her history.Opposed by intransigent right-wing forces in various sectors in both Portugal and Africa, Caetano's modest "opening" of 1968-70 soon narrowed. Conservative forces in the military, police, civil service, and private sectors opposed key political reforms, including greater democratization, while pursuing the military solution to the African crisis and personal wealth. A significant perspective on Caetano's failed program of reforms, which could not prevent the advent of a creeping revolution in society, is a key development in the 1961-74 era of colonial wars: despite Lisbon's efforts, the greater part of Portuguese emigration and capital investment during this period were directed not to the African colonies but to Europe, North America, and Brazil.Prime Minister Caetano, discouraged by events and by opposition to his reforms from the so-called "Rheumatic Brigade" of superannuated regime loyalists, attempted to resign his office, but President Américo Tomás convinced him to remain. The publication and public reception of African hero General Antônio Spinola's best-selling book Portugal e Futuro (Portugal and the Future) in February 1974 convinced the surprised Caetano that a coup and revolution were imminent. When the virtually bloodless, smoothly operating military coup was successful in what became known as the Revolution of 25 April 1974, Caetano surrendered to the Armed Forces Movement in Lisbon and was flown to Madeira Island and later to exile in Brazil, where he remained for the rest of his life. In his Brazilian exile, Caetano was active writing important memoirs and histories of the Estado Novo from his vantage point, teaching law at a private university in Rio de Janeiro, and carrying on a lively correspondence with persons in Portugal. He died at age 74, in 1980, in Brazil.Historical dictionary of Portugal > Caetano, Marcello José das Neves Alves
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17 buyout
1. Gen Mgtthe purchase and takeover of an ongoing business. It is more formally known as an acquisition (see merger). If a business is purchased by managers or staff, it is known as a management buy-out.2. Gen Mgtthe purchase of somebody else’s entire stock ownership in a firm. It is more formally known as an acquisition (see merger).3. HRan option to transfer benefits of a pension plan on leaving a company -
18 IOC objectives
задачи МОК
МОК предпринимает все возможные действия в рамках своих ролей и обязанностей, чтобы обеспечить выполнение каждыми Олимпийскими играми задач и видения всех организаций, входящих в Олимпийское движение, и каждого города-организатора. В этом контексте, основные задачи МОК состоят в следующем:
• обучать и помогать городам-кандидатам;
• выбрать город-организатор Олимпийских игр, учитывая существующую инфраструктуру, ресурсы и достоинства проекта, а также потенциал для позитивного наследия;
• четко определить задачи, обязанности и права всех сторон, задействованных в планировании и проведении Игр;
• определить и обеспечить должный уровень услуг для всех клиентов;
• осуществлять эффективный мониторинг подготовки Игр посредством определенных инструментов и процессов управления, а также обеспечить минимизацию рисков и материализацию возможностей;
• обеспечить финансовую и оперативную помощь для проведения Олимпийских игр;
• обеспечить долгосрочную жизнеспособность Игр посредством системы постоянной оценки и непрекращающихся усовершенствований.
[Департамент лингвистических услуг Оргкомитета «Сочи 2014». Глоссарий терминов]EN
IOC objectives
IOC undertakes every possible action within its framework of roles and responsibilities to ensure an Olympic Games meets the objectives and vision of all Olympic Movement entities and each host city. In this context, the IOC's main objectives are to:
• educate and assist bid cities
• select the host city for the Olympic Games, giving consideration to the existing infrastructure, resources and project merits and the potential for a positive legacy
• define clearly the objectives, obligations and rights of all parties involved in planning and delivering a Games
• establish and ensure delivery of the appropriate levels of services to all clients
• effectively monitor the preparation of the Games through defined management tools and processes, and ensure that risks are minimized and opportunities are materialized
• provide financial and operational assistance for the operations of the Olympic Games
• ensure the long-term viability of the Games through a system of constant evaluation and ongoing improvements.
[Департамент лингвистических услуг Оргкомитета «Сочи 2014». Глоссарий терминов]Тематики
EN
Англо-русский словарь нормативно-технической терминологии > IOC objectives
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