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19 Sentences With "senior management level"

How to use senior management level in a sentence? Find typical usage patterns (collocations)/phrases/context for "senior management level" and check conjugation/comparative form for "senior management level". Mastering all the usages of "senior management level" from sentence examples published by news publications.

According to the GFP Index, Fortune's "most admired " companies have twice as many women at the senior management level than less reputable companies.
Women make up 54% of all employees at S&P 500 companies, but just 29.9% of senior management level officials, and only 6.3% of CEOs.
Over the past seven months, at least nine employees at the senior management level or higher have left Tesla, and one is taking a leave of absence.
Across all sectors, while U.S. companies are closing the gender gap at the board level, women remain underrepresented at the senior management level and especially in the C-suite.
Women are still 240 percent less likely to reach management than men, while men are 47 percent more likely to reach a senior management level than their female counterparts.
Apple shareholder Tony Maldonado has called on Apple several times to implement an "accelerated recruitment policy" in order to increase diversity at the senior management level and board of directors.
MINIMUM QUALIFICATIONS • Bachelor's degree in political science, environmental policy, business or related field and 6 years of senior management level experience in government relations, corporate sector, or equivalent combination of education/experience.
In companies where the 40 factors it identified are all in place, women are nearly four times as likely to advance to a senior management level than in places where the factors are lacking.
In power-hungry Goma, in the east of the Democratic Republic of Congo, for instance, "we've had very significant challenges finding very capable talent, particularly at the senior management level," said Kweku Yankson, head of human resources in Africa for BBOXX, a clean energy company working to expand off-grid systems in 12 countries from Rwanda to Pakistan.
There were more than 30,000 international participants from 109 countries in 2017. Nearly 40% of the participants were C-suite, senior management level decision makers and influencers. There were 300 exhibiting companies and more than 100 startups with 8 country pavilions - France, India, Japan, Korea, Latin America, Poland, Switzerland and USA.
He was born on May 27, 1907 in Knoxville, Iowa. After graduating from MIT in 1934, he worked for United Airlines as an engineer. During the course of his career, he was involved in the development of over 50 aircraft and was eventually promoted to a senior management level. He was elected a fellow of the American Institute of Aeronautics and Astronautics and a member of the National Academy of Engineering.
Revenue management's fit within the organizational structure depends on the type of industry and the company itself. Some companies place revenue management teams within Marketing because marketing initiatives typically focus on attracting and selling to customers. Other firms dedicate a section of Finance to handle revenue management responsibilities because of the tremendous bottom line implications. Some companies have elevated the position of chief revenue officer, or CRO, to the senior management level.
Governance, Risk, and Compliance The interrelated disciplines of governance, risk, and compliance (GRC) represent a cornerstone of MOF 4.0. IT governance is a senior managementlevel activity that clarifies who holds the authority to make decisions, determines accountability for actions and responsibility for outcomes, and addresses how expected performance will be evaluated. Risk represents possible adverse impacts on reaching goals and can arise from actions taken or not taken. Compliance is a process that ensures individuals are aware of regulations, policies, and procedures that must be followed as a result of senior management’s decisions.
Stead initiated and led the Australian Research Council funded project Equity and Diversity in the Australian Architecture Profession: Women, Work and Leadership (2011–2014). This involved eight researchers – Stead, Karen Burns, Justine Clark, Gill Matthewson, Amanda Roan, Gillian Whitehouse, Julie Willis and Sandra Kaji-O'Grady – and sought map women’s participation in the architectural profession in Australia, to understand why women are under-represented at senior management level, and to identify concrete strategies for change. The project resulted in scholarly publications and in the advocacy and activism project Parlour: women, equity, architecture. This also led to the Parlour Guides to Equitable Practice.
Courses at the College of Information and Cyberspace are free (no tuition) for DOD military and civilians. Courses are also open to federal agency students, U.S. private sector students, and international students, although non-DOD students must pay tuition. Courses are offered in residence at the National Defense University campus on Fort Lesley J. McNair (Washington, DC waterfront) and online through the college's Distributed Learning (DL) program. Students must be at or above a GS-13 or officer level O-4 (equivalent mid-to-senior management level in the private sector) to apply for courses and must already possess a bachelor's degree from an accredited university.
Williams worked with Jamaica Money Market Brokers Limited (JMMB Ltd). She was involved in decision-making at the senior management level at JMMB. She also led JMMB’s endeavour to develop world-class investment research capabilities. Her other duties at the money market brokers company include interfacing with the Financial Services Commission and the Jamaica Security Dealers Association (JSDA) on issues such as the impact of international accounting standards (particularly IAS39), development of a local Jamaican fixed income yield curve, determining capital adequacy and margin requirement for the local Repo Market. At JMMB, Williams also provided oversight for non- standard lending and served as the Head of the Valuation and Pricing team for JMMB’s public offering in December, 2002.
Dame Glenys Jean Stacey DBE (née McBride; born 1954) is a solicitor and civil servant serving as Chief Executive and Chief Regulator of Ofqual since 2020, and previously from 2012 to 2016. Stacey also served as Her Majesty's Chief Inspector of Probation and led HM Inspectorate of Probation for England and Wales from 2016 and 2019. She has worked in the public sector at senior management level since 2000. Previously she has worked as chief executive of Ofqual, of Standards for England, at Animal Health (now part of the Animal and Plant Health Agency), at the Greater Manchester Magistrates' Courts Committee (now part of HM Courts and Tribunals Service), and at the Criminal Cases Review Commission.
He is a Fellow of the British Computer Society, the Chartered Management Institute, the Cybernetics Society and the Operational Research Society. Jackson is Editor-in-chief of the journal Systems Research and Behavioral Science, published by John Wiley, and he is on the editorial board of 5 other journals. He has delivered plenary addresses at numerous international conferences, and has undertaken many consultancy engagements with outside organisations, both commercial and non-profit.These assignments have included the introduction of systems thinking into British Telecom at the senior management level; the development of I.T. strategy with P.A. Management Consulting Group; a national project to design evaluation systems for Councils for Voluntary Service; evaluation work with Humberside Training and Enterprise Council; and a study of organisational change in prisons.
The Strengthening Division (SD), in full close cooperation with other EU actors, supported Kosovo's rule of law institutions at the senior management level in their progress towards sustainability and accountability. It aimed to strengthen the chain of criminal justice, with an emphasis of fighting political interference, through monitoring mentoring and advising, including the monitoring of selected Kosovo case, such as corruption, organised crime, inter-ethnic crimes and war crimes, providing advice on the prosecution and investigation of these crimes. In addition, it provided structured support to develop the capacity and competence of the Kosovo Judicial Council and Kosovo Prosecutorial Council. It supported also the Kosovo Correctional Service with mobile capacity to focus on handling of high-profile detainees, prisons and detention centres, including the Mitrovica Detention Centre, and provided support to the Kosovo Police (KP) senior management, including a mobile capacity for police to address structural and organisational weaknesses to improve targeting of serious criminality, including terrorism, corruption, organised crime and specialised units.

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