Sentences with phrase «business skills such»

General business skills such as typing; data entry and review; and use of phone, copier, and fax • Software skills, including use of Microsoft Office software and web - based applications • Customer service skills necessary to effectively and professionally respond to requests • Time management, organizational and multi-tasking skills necessary to work in a fast - paced environment, handling various tasks and changing priorities, while maintaining a high attention to detail and accuracy to achieve daily assignments and goals

Professional engineering and business skills such as financial studies, value engineering, scope optimization, qualit...

Those seeking to work as Technical Sales Engineers should demonstrate selling and technical skills, and general business skills such as communication, teamwork, time management and organization.

The job seeker also emphasizes professional business skills such as budgeting, administration, personnel management and policy / procedures.

The resume also lists general business skills such as strategic planning, budgeting, profitability improvement and product coordination.

Using common sense and basic business skills such as source - checking, I tried to find a scientific basis for the global warming / climate change alarm.

This includes educating PhD students in business skills such as marketing, sales, finance and IT, and providing money for research and development.

Not exact matches

Important factors that could cause actual results to differ materially from those reflected in such forward - looking statements and that should be considered in evaluating our outlook include, but are not limited to, the following: 1) our ability to continue to grow our business and execute our growth strategy, including the timing, execution, and profitability of new and maturing programs; 2) our ability to perform our obligations under our new and maturing commercial, business aircraft, and military development programs, and the related recurring production; 3) our ability to accurately estimate and manage performance, cost, and revenue under our contracts, including our ability to achieve certain cost reductions with respect to the B787 program; 4) margin pressures and the potential for additional forward losses on new and maturing programs; 5) our ability to accommodate, and the cost of accommodating, announced increases in the build rates of certain aircraft; 6) the effect on aircraft demand and build rates of changing customer preferences for business aircraft, including the effect of global economic conditions on the business aircraft market and expanding conflicts or political unrest in the Middle East or Asia; 7) customer cancellations or deferrals as a result of global economic uncertainty or otherwise; 8) the effect of economic conditions in the industries and markets in which we operate in the U.S. and globally and any changes therein, including fluctuations in foreign currency exchange rates; 9) the success and timely execution of key milestones such as the receipt of necessary regulatory approvals, including our ability to obtain in a timely fashion any required regulatory or other third party approvals for the consummation of our announced acquisition of Asco, and customer adherence to their announced schedules; 10) our ability to successfully negotiate, or re-negotiate, future pricing under our supply agreements with Boeing and our other customers; 11) our ability to enter into profitable supply arrangements with additional customers; 12) the ability of all parties to satisfy their performance requirements under existing supply contracts with our two major customers, Boeing and Airbus, and other customers, and the risk of nonpayment by such customers; 13) any adverse impact on Boeing's and Airbus» production of aircraft resulting from cancellations, deferrals, or reduced orders by their customers or from labor disputes, domestic or international hostilities, or acts of terrorism; 14) any adverse impact on the demand for air travel or our operations from the outbreak of diseases or epidemic or pandemic outbreaks; 15) our ability to avoid or recover from cyber-based or other security attacks, information technology failures, or other disruptions; 16) returns on pension plan assets and the impact of future discount rate changes on pension obligations; 17) our ability to borrow additional funds or refinance debt, including our ability to obtain the debt to finance the purchase price for our announced acquisition of Asco on favorable terms or at all; 18) competition from commercial aerospace original equipment manufacturers and other aerostructures suppliers; 19) the effect of governmental laws, such as U.S. export control laws and U.S. and foreign anti-bribery laws such as the Foreign Corrupt Practices Act and the United Kingdom Bribery Act, and environmental laws and agency regulations, both in the U.S. and abroad; 20) the effect of changes in tax law, such as the effect of The Tax Cuts and Jobs Act (the «TCJA») that was enacted on December 22, 2017, and changes to the interpretations of or guidance related thereto, and the Company's ability to accurately calculate and estimate the effect of such changes; 21) any reduction in our credit ratings; 22) our dependence on our suppliers, as well as the cost and availability of raw materials and purchased components; 23) our ability to recruit and retain a critical mass of highly - skilled employees and our relationships with the unions representing many of our employees; 24) spending by the U.S. and other governments on defense; 25) the possibility that our cash flows and our credit facility may not be adequate for our additional capital needs or for payment of interest on, and principal of, our indebtedness; 26) our exposure under our revolving credit facility to higher interest payments should interest rates increase substantially; 27) the effectiveness of any interest rate hedging programs; 28) the effectiveness of our internal control over financial reporting; 29) the outcome or impact of ongoing or future litigation, claims, and regulatory actions; 30) exposure to potential product liability and warranty claims; 31) our ability to effectively assess, manage and integrate acquisitions that we pursue, including our ability to successfully integrate the Asco business and generate synergies and other cost savings; 32) our ability to consummate our announced acquisition of Asco in a timely matter while avoiding any unexpected costs, charges, expenses, adverse changes to business relationships and other business disruptions for ourselves and Asco as a result of the acquisition; 33) our ability to continue selling certain receivables through our supplier financing program; 34) the risks of doing business internationally, including fluctuations in foreign current exchange rates, impositions of tariffs or embargoes, compliance with foreign laws, and domestic and foreign government policies; and 35) our ability to complete the proposed accelerated stock repurchase plan, among other things.

I honed a lot of soft skills throughout my career, such as the ability to calm people down, communicate technical information in layman's terms, market my business, manage employees and more.

Networking groups such as BNI, Toastmasters, and Masterminds make it easy for you to enhance your networking skills and meet new contacts that lead to hot referrals and new business.

Most leaders start out in business with a specific skill, such as selling or accounting or designing software.

Aside from the few who among us who had master's degrees in business administration, most of my classmates brought to the table the skills and experience specific to theor venture, such as backgrounds in fashion, architecture, medicine, food service and so forth.

Building a business requires a mix of these technical skills as well as intellectual skills, such as critical thinking, problem solving and lateral thinking.

These executives say only 26 % of their work force is ready to learn new skills for new jobs, and about one in four of these business leaders say a key obstacle is that their employees are resistant to such training.

«We are very disappointed that New York Attorney General Eric Schneiderman took such hasty action today, particularly since he did not take any time to understand our business or why daily fantasy sports are clearly a game of skill,» DraftKings said in a statement.

«We are very disappointed that New York Attorney General Eric Schneiderman took such hasty action today,» DraftKings said, «particularly since he did not take any time to understand our business or why daily fantasy sports are clearly a game of skill.

Research by business professors Patricia Cortes and Jose Tessada shows a greater supply of such services allows more women to join the workforce in high - skilled positions.

But the Web is especially well - suited to teaching technical topics, effective sales and customer - service techniques, financial skills, product and policy updates, and things that can be learned step by step, such as drafting a business plan or managing a project.

More than 40 programs have popped up in the last half decade offering services such as mentorship, networks of partners, access to investors and business skills development, according to a recent report by the Aspen Network of Development Entrepreneurs and Village Capital, which surveyed 52 programs.

Recent insights into learning - oriented brain cells called mirror neurons even hold out the possibility that someday we will have pills that will impart particular types of skills, such as computer programming or business decision making.

Emphasis is placed on integrating business concepts into real - world situations, as well as people skills — such as how to lead and communicate effectively.

Such policies might include providing more incentives for companies (both large and small) to invest in R&D and capital infrastructure, encouraging post-secondary institutions to better tailor their programming to meet market demand in terms of subjects and skills, and making Canada a more attractive country for foreign or start - up companies to invest in by deregulating industries that have no business being as regulated or as protected as they are, such as telecommunications, airlines, and broadcastSuch policies might include providing more incentives for companies (both large and small) to invest in R&D and capital infrastructure, encouraging post-secondary institutions to better tailor their programming to meet market demand in terms of subjects and skills, and making Canada a more attractive country for foreign or start - up companies to invest in by deregulating industries that have no business being as regulated or as protected as they are, such as telecommunications, airlines, and broadcastsuch as telecommunications, airlines, and broadcasting.

Working in the military before moving into the private sector gave me the skills I needed to run such a growing and fast - paced business environment.

Harvard Business Review ticked off a few reasons for doubt back then, but all amounted to this: The Chinese company lacked the «management skills» to pull off such a large integration.

Such recommendations must also include a statement from the recommending stockholder in support of the candidate, particularly within the context of the criteria for Board membership, including issues of character, integrity, judgment, diversity, age, independence, skills, education, expertise, business acumen, business experience, length of service, understanding of the Company's business, other commitments and the like, as well as any personal references and an indication of the candidate's willingness to serve.

Skills such as project management, team building and networking will help position members for success in business.

Of course, if you already have some business experience in areas such as sales, management, or operations, you can use these skills to help build your new Anago commercial cleaning franchise.

For instance, in the Entrepreneur.com article, «Business Skills vs. Entrepreneurial Thinking» the author suggests that entrepreneurship describes the way someone thinks, while business people focus on skills such as developing marketinBusiness Skills vs. Entrepreneurial Thinking» the author suggests that entrepreneurship describes the way someone thinks, while business people focus on skills such as developing marketing Skills vs. Entrepreneurial Thinking» the author suggests that entrepreneurship describes the way someone thinks, while business people focus on skills such as developing marketinbusiness people focus on skills such as developing marketing skills such as developing marketing plans.

MBA graduates were criticised for adopting an analytical and quantitative approach to business issues when companies needed managers with more diffuse skills, such as leadership.

Playing to its town - centre location, such as close proximity to the motorway network and access to a skilled labour pool, the project masterplan envisages a mix of new office space, a business - class hotel and other complementary uses such as retail and leisure.

As such, there are basic business skills required to keep things going.

Third, rebalance supply - side instruments by de-emphasizing business R&D support relative to other key elements, such as enhancing workplace skills, de-risking growth financing, and reinforcing innovation ecosystems involving sectoral and regional clusters.

trades or businesses involving the performance of services in the fields of health, law, engineering, architecture, accounting, actuarial science, performing arts, consulting, athletics, financial services, brokerage services, or any trade or business where the principal asset of such trade or business is the reputation or skill of 1 or more of its employees;

Lead analytics expert technical consultant teams in delivering project implementations and configurations Strategist for Client Implementations of Adobe Marketing Cloud Products (AEM, Analytics, Target, Social, Campaign, etc.) Participate and lead internal brainstorming and creative thinking sessions that solve client / prospect digital marketing roadblocks, customer roadmap & journey strategies, technical integrations, and discover upsell opportunities Leverage digital marketing consulting skills to assess client's requirements in aligning proper resources and provide on - time delivery of the scope of work Key strategic member of sales and business development teams by providing expert solutions to prospects leading to purchasing content management systems such as Adobe AEM (CMS & Communities), Target, Campaign, Analytics and other digital marketing technologies and services Collaborate with all business units including: consulting, technical, sales, and marketing Developed acquisition & demand generation strategies via event, email and content marketing programs Establish excellent sales and client retention strategies and demand generation by providing guidance through evaluation of current technologies and sourcing of complementary products and services to recommend Created sales strategy to increase sales pipeline and focus on opportunities in both inbound and outbound marketing Co-Sell, Cross-Sell, Upsell & Strategize with Partners.

Your costs will depend on factors such as: whether you include the Training Suite in the operation of your Anytime Fitness center, how the business is staffed, your sales and management skills, experience and business acumen; local economic conditions; the local market for your services; competition; the ability to obtain favorable real estate and equipment rates.

For example, if you want to work for an international relief agency, you may be better suited acquiring a tangible skill such as nursing, urban planning or business administration than obtaining a master's degree in international development (of course, this varies depending on the organization).

The classes will include ones on selling skills, customer service, business math and communication, and specialty programs such as classes about liquor and wine.

These include key science and technology developments as well as critical business changes such as a greater focus on global markets, investing in new skills and improved culture and collaboration models.

if the Ox was played to either showcase his skills or to increase any potential bids because of his perceived importance to our starting 11, this was an incredibly risky move that could have cost us dearly... imagine if he was injured or played poorly, like he did, and this negatively impacted our ability to get the best available deal... more importantly, why was Wenger willing to play someone who obviously wants out in such an important game under false pretenses... this kind of behaviour might be less offensive in April, when things are done and dusted, but to do this following a loss against a supposed main rival that pipped us for fourth by a point last year, could be considered at best inappropriate and at worst treasonous... we can't afford to let this coach make business decisions on game day, which has gone on for far too long

why did we play Welbeck in the striker's role... no one can question his heart but to have a player with such limited first - touch and finishing skills against such a game opponent with Lacazette on the bench is almost unforgivable... maybe it's because Welbeck tows the party line or maybe it's because Welbeck doesn't know anything but 100 % on the pitch, unfortunately neither of these qualities makes him a capable starting striker on a team with any real aspirations... I can only hope that he was being showcased for a move elsewhere, as there was some talk last week about some interest from Everton... if he moved on that would be the only silver lining of this coach's decision, but once again it wouldn't excuse this club for putting business decisions ahead of fielding the best possible team to secure 3 points at Anfield

Time for some brutal honesty... this team, as it stands, is in no better position to compete next season than they were 12 months ago, minus the fact that some fans have been easily snowed by the acquisition of Lacazette, the free transfer LB and the release of Sanogo... if you look at the facts carefully you will see a team that still has far more questions than answers... to better show what I mean by this statement I will briefly discuss the current state of affairs on a position - by - position basis... in goal we have 4 potential candidates, but in reality we have only 1 option with any real future and somehow he's the only one we have actively tried to get rid of for years because he and his father were a little too involved on social media and he got caught smoking (funny how people still defend Wiltshire under the same and far worse circumstances)... you would think we would want to keep any goaltender that Juventus had interest in, as they seem to have a pretty good history when it comes to that position... as far as the defenders on our current roster there are only a few individuals whom have the skill and / or youth worthy of our time and / or investment, as such we should get rid of anyone who doesn't meet those simple requirements, which means we should get rid of DeBouchy, Gibbs, Gabriel, Mertz and loan out Chambers to see if last seasons foray with Middlesborough was an anomaly or a prediction of things to come... some fans have lamented wildly about the return of Mertz to the starting lineup due to his FA Cup performance but these sort of pie in the sky meanderings are indicative of what's wrong with this club and it's wishy - washy fan - base... in addition to these moves the club should aggressively pursue the acquisition of dominant and mobile CB to stabilize an all too fragile defensive group that has self - destructed on numerous occasions over the past 5 seasons... moving forward and building on our need to re-establish our once dominant presence throughout the middle of the park we need to target a CDM then do whatever it takes to get that player into the fold without any of the usual nickel and diming we have become famous for (this kind of ruthless haggling has cost us numerous special players and certainly can't help make the player in question feel good about the way their future potential employer feels about them)... in order for us to become dominant again we need to be strong up the middle again from Goalkeeper to CB to DM to ACM to striker, like we did in our most glorious years before and during Wenger's reign... with this in mind, if we want Ozil to be that dominant attacking midfielder we can't keep leaving him exposed to constant ridicule about his lack of defensive prowess and provide him with the proper players in the final third... he was never a good defensive player in Real or with the German National squad and they certainly didn't suffer as a result of his presence on the pitch... as for the rest of the midfield the blame falls squarely in the hands of Wenger and Gazidis, the fact that Ramsey, Ox, Sanchez and even Ozil were allowed to regularly start when none of the aforementioned had more than a year left under contract is criminal for a club of this size and financial might... the fact that we could find money for Walcott and Xhaka, who weren't even guaranteed starters, means that our whole business model needs a complete overhaul... for me it's time to get rid of some serious deadweight, even if it means selling them below what you believe their market value is just to simply right this ship and change the stagnant culture that currently exists... this means saying goodbye to Wiltshire, Elneny, Carzola, Walcott and Ramsey... everyone, minus Elneny, have spent just as much time on the training table as on the field of play, which would be manageable if they weren't so inconsistent from a performance standpoint (excluding Carzola, who is like the recent version of Rosicky — too bad, both will be deeply missed)... in their places we need to bring in some proven performers with no history of injuries... up front, although I do like the possibilities that a player like Lacazette presents, the fact that we had to wait so many years to acquire some true quality at the striker position falls once again squarely at the feet of Wenger... this issue highlights the ultimate scam being perpetrated by this club since the arrival of Kroenke: pretend your a small market club when it comes to making purchases but milk your fans like a big market club when it comes to ticket prices and merchandising... I believe the reason why Wenger hasn't pursued someone of Henry's quality, minus a fairly inexpensive RVP, was that he knew that they would demand players of a similar ilk to be brought on board and that wasn't possible when the business model was that of a «selling» club... does it really make sense that we could only make a cheeky bid for Suarez, or that we couldn't get Higuain over the line when he was being offered up for half the price he eventually went to Juve for, or that we've only paid any interest to strikers who were clearly not going to press their current teams to let them go to Arsenal like Benzema or Cavani... just part of the facade that finally came crashing down when Sanchez finally called their bluff... the fact remains that no one wants to win more than Sanchez, including Wenger, and although I don't agree with everything that he has done off the field, I would much rather have Alexis front and center than a manager who has clearly bought into the Kroenke model in large part due to the fact that his enormous ego suggests that only he could accomplish great things without breaking the bank... unfortunately that isn't possible anymore as the game has changed quite dramatically in the last 15 years, which has left a largely complacent and complicit Wenger on the outside looking in... so don't blame those players who demanded more and were left wanting... don't blame those fans who have tried desperately to raise awareness for several years when cracks began to appear... place the blame at the feet of those who were well aware all along of the potential pitfalls of just such a plan but continued to follow it even when it was no longer a financial necessity, like it ever really was...

In addition to creativity, these business leaders look for such skills as collaboration, problem solving, critical thinking, and oral communication.»

Other skills are helpful too, such as the ability to help other people coordinate within the group, or perhaps to help them coordinate with customers if it is a customer facing business.

Economists distinguish a number of types of unemployment, however: cyclical unemployment is brought about by the vagaries of the business cycle; structural unemployment is brought about by changes in the economy or the labour market, when the jobs available do not fit the workforce's skills; frictional unemployment is the phenomenon of people being «between jobs»; and seasonal unemployment is linked to certain types of seasonal jobs, such as farm work and construction.

The introduction of a new apprenticeship levy is a big ask for business, but one that recognises the acute skills shortages industries such as construction will face in the future unless significant investment is made in training.

These include departmental committees, such as those for Business Innovation & Skills (which carried out the questioning of Ashley and Green) or Culture, Media & Sport (which questioned Rupert Murdoch and others over phone hacking), as well as cross-cutting committees such as Public Accounts (the source of the Google inquiry on tax avoidance) and Science & Technology.

The strategies range from agri - business to business services via offshore wind and construction, and Donnelly says there's no «one size fits all» template; though some themes, such as skills or financing challenges, are emerging in all of them.

President Mahama said many industries and businesses such as the oil and gas sector were looking for graduates with middle level technical skills, and encouraged the students to take up such courses to enable them to get jobs after school.

Dutchess County is located at the center of a vibrant business community in the Hudson Valley — which is home to more than 1.2 million highly - skilled workers and hundreds of Fortune 500 companies, with much attributed to our award - winning colleges and universities, such as Vassar College and the Culinary Institute of America.

The shadow chancellor argued that major business groups such as the CBI and the British Chambers of Commerce, the City, banks and trade unions all want to see investment in areas such as skills.