Principles of Management Clause Samples

The "Principles of Management" clause establishes the foundational guidelines and standards by which an organization or project will be managed. It typically outlines the key management philosophies, such as transparency, accountability, and efficiency, and may specify the adoption of recognized management frameworks or best practices. By setting these principles, the clause ensures that all parties have a shared understanding of how decisions will be made and operations conducted, thereby promoting consistency and reducing the risk of mismanagement or disputes.
Principles of Management. All matters related to the labor management of the Company shall be handled in accordance with the provisions and procedures under the applicable Laws of China. Major matters shall be approved by the Board.
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Principles of Management. 3 credits 1. The basic activities and functions of managers in an organizational setting; 2. The influence of business functions and the behavioral sciences on the practice of management; 3. Socially sensitive tenets for working with people of different cultures; 4. Corporate social responsibility and ethics; 5. The social legal, political, economic, technological and global influences on organizations; 6. Theories and frameworks pertaining to leadership and team work; and 7. The application of leadership and teamwork theories and frameworks. Upon successfully completing this coursework, students will be able to: 1. Define management and describe the skills managers need; 2. Describe how the following trends are impacting management practices: globalization, workforce diversity, information technology, continual learning, total quality management, ethics and trust; 3. Define organizational culture and explain how an organization’s culture reflects a certain personality; 4. Explain the importance of viewing management from a global perspective; 5. Explain social responsibility and values-based management; 6. Explain what the “greening” of management is and how organizations are “going green”; 7. Describe the decision-making process and conditions of certainty, risk and uncertainty; 8. Define planning and explain why objectives are important to planning; 9. Explain the importance of strategic planning and the differences between corporate-level, business-level and functional-level strategies; 10. Define organization structure and describe bureaucracy and its strengths, as well as, team-based structures; 11. Describe the human resource management (HRM) process and how HRM practices can facilitate workforce diversity; 12. Explain the characteristics of effective teams; 13. Summarize how goals motivate people and identify the characteristics that high achievers seek in a job; and 14. Describe early theories and modern views of leadership.
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Principles of Management. (1) The managing directors of the Company shall conduct the business of the Company with the care of a correct and diligent businessman according to statutory law, the articles of association of the Company and these rules of procedure. (2) The managing directors of the Company shall act on the basis of resolutions passed by them on the relevant matter. Other than from time to time as agreed upon by the shareholders of the Company with respect to the day-to-day business of the Company, decisions of the management board of the Company shall require the unanimous consent of the managing directors of the Company. In the event the managing directors are not able to reach such unanimous consent, where required, each managing director is entitled to refer a matter to the decision of the shareholders of the Company owning a majority of the outstanding share capital of the Company, which decision shall be binding on the managing directors. The non compliance of a managing director such decision is considered an important reason for removal as managing director. Regardless of such internal rules, the powers to represent and to legally bind the Company are set forth in Article 3 of the Owners' Agreement made effective October 1, 2001 among the Company, Jurriaan J. Hovis, Ferdinand Steinbauer and Garda Investment▇ ▇▇▇▇. (▇▇▇ "▇▇▇▇▇▇' ▇▇▇▇▇▇▇▇▇") (▇) The managing directors of the Company shall report to the shareholders on an ongoing basis in particular by submitting to the shareholders monthly reports of Hovis GmbH. (4) In preparing the Company's annual financial sta▇▇▇▇▇ts, the managing directors of the Company shall apply GAAP (as such term is defined in the Owners' Agreement). However, in the event that GAAP (as such term is defined in the Owners' Agreement) and past practice conflict, then GAAP (as such term is defined in the Owners' Agreement) shall prevail.
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Principles of Management. The Parties will organize their cooperation on the management of TMH as follows: 1. According to the decision of the Board of Directors, TMH is required to harmonize its activities as far as possible and reasonable with the rules and procedures of MATAV. 2. In the event there is a conflict in the harmonization process referred to in Section 1. above, then TMH is required to report back to the Board of Directors and ask for guidance. Subject to the terms and conditions of Section 1-2. above, the management principles are the following: a. MATAV will lead the financial reporting and consolidation issues in order to meet all statutory and tax requirements of the Republic of
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Principles of Management. The Company will observe the following principles of management: (a) the selection of all employees will be based upon a proper assessment of merit and capability to perform the job. The parties further agree that position vacancies will be advertised throughout the entire workplace internally for one week prior to advertising on the open market. (b) no form of material personal interest and/or nepotism will occur in the recruitment process at the Company; and (c) all employees will be treated fairly and consistently and there will be no barriers to the advancement of employees within this agreement structure or through access to training.
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Principles of Management. 3 credits 1. The basic activities and functions of managers in an organizational setting; 2. The influence of business functions and the behavioral sciences on the practice of management; 3. Socially sensitive tenets for working with people of different cultures; 4. Corporate social responsibility and ethics;
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Principles of Management. Credits: 3 (3 lecture) Concepts, terminology, principles, theories, and issues in the field of management. Credits: 3 (3 lecture) Discussion of ethical issues, the development of a moral frame of reference, and the need for an awareness of social responsibility in management practices and business activities. Includes ethical corporate responsibility. Credits: 3 (3 lecture) Fundamental business principles including structure, functions, resources, and operational processes. Overview of entrepreneurship as an economic development strategy. Includes community support systems for entrepreneurs.
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Principles of Management. 3.1 The management of VuCo GmbH shall obtain the Advisory Board's approval for all business decisions which are of material importance to VuCo GmbH or VuCo GmbH & Co., including, but not limited to, approval of the annual budget and plan, and the following matters: (a) sale or acquisition of a company, parts of a company, business (BETRIEBE) or parts of a business (BETRIEBSTEILE) or entering into, or termination of company lease agreements (BETRIEBSPACHTVERTRAGE); (b) sale, acquisition or encumbrance of controlling interests in any other company or business; (c) taking up new area of business and activities or cessation of existing areas of business and activities; (d) entering into, amendment and termination of enterprise contracts (UNTERNEHMENSVERTRAGE); (e) acquisition, sale and transfer, encumbrance and pledge of fixed assets, including real property, buildings and rights of a real property nature, if the transaction value in each individual case is in EXCESS of DM 500,000 (in words: Deutsche ▇▇▇▇ five hundred thousand); (f) entering into or amending any contract with a value of more than DM 500,000 (in words: Deutsche ▇▇▇▇ five hundred thousand); (g) taking up and granting of loans and credits, assumption of guarantees, strict guarantees and other liabilities of the similar nature if the transaction value in each case is in excess of DM 500,000 (in words: Deutsche ▇▇▇▇ five hundred thousand); (h) any of the transactions and matters listed and referred to under sub-para. (a) through (g) above carried out by VuCo in its capacity as general partner of VuCo GmbH & Co. for and on behalf of VuCo GmbH & Co. 3.2 The approval of the Advisory Board to be obtained pursuant to para. 3.1 above may also be made in form of a general authorization for particular types of the aforementioned transactions and matters. Any such general authorization must precisely describe the transactions and matters in question as well as the purpose and the time frame in which they must be completed.
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Principles of Management. The plans for the recruitment, employment, dismissal, resignation, salaries, labor protection, welfare, and labor discipline of the Company’s employees are prepared by the general manager in accordance with relevant Laws and regulations of China, and approved by the Board.
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Related to Principles of Management

  • Change of Management Not to make any substantial change in the present executive or management personnel of the Borrower.

  • RIGHTS OF MANAGEMENT Any rights of management which are not specifically mentioned in this Agreement and are not contrary to its intention shall continue in full force and effect for the duration of this contract, always provided that in the exercise of the aforementioned management rights there shall be no discrimination.

  • FUNCTIONS OF MANAGEMENT 4.01 The Union agrees that the Employer has the exclusive right and power to manage its business to direct the working forces and to suspend, discharge or discipline employees for just and sufficient cause, to hire, promote, demote, transfer or lay-off employees, to establish and maintain reasonable rules and regulations covering the operation of the stores, provided however, that any exercise of these rights and powers in conflict with any of the provisions of this Agreement shall be subject to the provisions of the Grievance Procedure as set out herein. 4.02 It is agreed that the direction of the working force shall be at the discretion of the Employer within the terms of this Agreement.

  • Use of Manager’s Name The Corporation or Fund may use the name “▇. ▇▇▇▇ Price Retirement Funds, Inc.” and “▇. ▇▇▇▇ Price Retirement 2065 Fund” or any other name derived from the name “▇. ▇▇▇▇ Price” only for so long as this Agreement or any extension, renewal, or amendment hereof remains in effect, including any similar agreement with any organization which shall have succeeded to the business of the Manager as investment manager. At such time as this Agreement or any extension, renewal or amendment hereof, or such other similar agreement shall no longer be in effect, the Corporation or Fund will (by corporate action, if necessary) cease to use any name derived from the name “▇. ▇▇▇▇ Price,” any name similar thereto or any other name indicating that it is advised by or otherwise connected with the Manager, or with any organization which shall have succeeded to the Manager’s business as investment manager.

  • STANDARDS OF MANAGEMENT AND OPERATIONS In performing its obligations hereunder, during the term of this ESA, the Competitive Supplier shall exercise reasonable care to assure that its facilities are prudently and efficiently managed; that it employs an adequate number of competently trained and experienced personnel to carry out its responsibilities; that it delivers or arranges to deliver a safe and reliable supply of such amounts of electricity to the Point of Delivery as are required under this ESA; that it complies with all relevant industry standards and practices for the supply of electricity to Participating Consumers; and that, at all times with respect to Participating Consumers, it exercises good practice for a Competitive Supplier and employs Commercially Reasonable skills, systems and methods available to it.