Results for discuss their global operations and... translation from English to Malay

operations and logistics manager
pengurus kanan operasi dan logistik

plant operations and management unit
unit pengoperasian dan pengurusan loji

building facilities management, operations and maintenance
pengurusan fasiliti bangunan, operasi dan penyelenggaraan

amendment to clarify the reporting organization chart part qa, operations and safety
melantik seorang pegawai qa yang berkelayakan dan berpengalaman dalam bidang berkaitan berserta surat lantikan dan resume.

if you have a confidential or sensitive matter, please email bryan judan - director of hr international global operations.
jika anda mempunyai perkara sulit atau sensitif, sila e-melkan kepada bryan judan - pengarah operasi global antarabangsa hr.

the large number of host bat and avian species, and their global range, has enabled extensive evolution and dissemination of coronaviruses.many human coronavirus have their origin in bats.
jumlah besar spesies hos kelawar dan avian, dan kepelbagaian global mereka, membolehkan evolusi ekstensif dan penyebaran koronavirus. kebanyakan koronavirus manusia berasal daripada kelawar.

c/the bakery will have an organizational operations and administration manager, a marketing manager and a finance manager.
c/bakeri itu akan mempunyai pengurus operasi dan pentadbiran organisasi,pengurus pemasaran dan pengurus kewangan.

designing, drafting and implementing policies2 investment, industrial development and foreign trade. 2. formulating industrial development policies and strategies
memperkenalkan, mewujudkan dan membangunkan perdagangan luar negara dengan penekanan kepada eksport barang siap dan separuh siap. 2. memastikan keupayaan bersaing di peringkat antarabangsa bagi keluaran malaysia

using new hybrid search pattern and strategy
menggunakan new pattern hybrid penggeledahan dan strategi meningkatkan motion proses anggaran dalam video coding technique

oversee and approve the recovery and resolution as well as business continuity plans for the financial institution to restore its financial strength, and maintain or preserve critical operations and critical services when it comes under stress
menyelia dan meluluskan pelan pemulihan dan resolusi serta pelan kesinambungan perniagaan bagi institusi kewangan untuk memulihkan kekuatan kewangannya, dan mengekalkan atau mengekalkan operasi kritikal dan perkhidmatan kritikal apabila mengalami tekanan

organisation for economic co-operation and development
pertubuhan kerjasama dan pembangunan ekonomi

involves calculating and key in data in the system before each operation and closing the store operation
melibatkan pengiraan dan key in data dalam system setiap sebelum operasi dan tutup operasi kedai

coordinating the entire operation and fulfilling the company's mission and vision
menyelaras keseluruhan operasi memenuhi misi dan visi syarikat

give the trainees an understanding and basic knowledge about hydraulic systems, operation and maintenance.
memberi kefahaman dan pengetahuan asas kepada pelatih tentang sistem hidraulik, operasi dan penyelenggaraan.

central sugar refinery is categorized as perfect competition because in the market they have known that will be every price and cost involved in their operations and market. this means that every seller i.e. csr knows knows the cost or price for various production factors. csr also knows the prices that should be followed or that should be avoided. the price of each sugar product by csr has been set by the malaysian government so there is no csr company
central sugar refinery dikategorikan sebagai persaingan sempurna kerana dalam pasaran mereka telah mengetahui bahawa akan setiap harga dan kos yang terlibat di dalam operasi dan pasaran mereka. ini bermakna setiap penjual iaitu csr mengetahui tahu kos atau harga bagi pelbagai factor pengeluaran. csr juga mengetahui harga yang sepatutnya diikuti atau yang sepatutnya dielakkan. harga setiap keluaran gula oleh csr telah ditetapkan oleh pihak kerajaan malaysia jadi syarikat csr tiada

lydia believes with greg’s computer skills, their project work can be executed more quickly according to the promised time. then lydia meets with project partners to discuss their project. greg believes that by working overtime and more effort he can complete the project on time. for example, they work according to the set time which is 8 am to 5 pm but to complete the project
lydia percaya dengan kemahiran komputer greg, kerja projek mereka dapat dilaksanakan dengan lebih cepat mengikut masa yang dijanjikan. kemudian lydia berjumpa dengan projek partner untuk berbincang berkenaan dengan projek mereka. greg percaya dengan berkerja lebih masa dan usaha yang lebih dapat menyiapkan projek tersebut mengikut masa yang telah ditetapkan. sebagai contoh, mereka berkerja mengikut masa yang ditetapkan iaitu jam 8 pagi hingga jam 5 petang tetapi untuk menyiapkan projek tersebut

2. the manager shall ensure before or during the operation, operation and maintenance of the moving crane:
(a) kren bergerak mempunyai sijil perakuan kelayakan yang sah;

the motive for the investment the motive for a foreign investment is crucial in determining how linkages and externalities develop. there are four main motives for investment: 1) seek natural resources; 2) seek new markets; 3) restructure existing foreign production; and 4) seek new strategic assets [narula and dunning, 2000]. these can be placed into two categories. the first category includes the first three motives: asset-exploiting, to generate economic rent by using existing firm-specific assets. the second category is the fourth motive: asset-augmenting, to acquire new assets that protect or enhance existing assets. in general, developing countries are unlikely to attract the second category of fdi; they primarily attract the first category. the relative importance of each motive partly reflects the stage of economic development [narula and dunning, 2000; narula, 1996, 2004]. least developed countries would tend to have mainly resource-seeking fdi and countries at the catching-up stage mostly market-seeking fdi. efficiency-seeking investments, with the most stringent capability needs, will tend to focus on the more industrialised developing economies (though three or four decades ago they went to countries with relatively low capabilities, e.g. the electronics industry in southeast asia in the 1970s). not all affiliates offer the same spillovers to host economies. a sales office, for instance, may have a high turnover and employ many people, but its technological spillovers will be limited relative to a manufacturing facility. likewise, resource-seeking activities like mining tend to be capital intensive and provide fewer spillovers compared to market-seeking manufacturing fdi. during import substitution, most mnes set up miniature replicas of their facilities at home, though many functions were not reproduced (they were ‘truncated’). the extent of truncation, however, varied by host country. the most important determinants of truncation – and thus the scope of activities and competence of the subsidiary – were market size and local industrial capabilities [dunning and narula, 2004]. countries with small markets and weak local industries had the most truncated subsidiaries, often only single-activity subsidiaries (sales and marketing or natural resource extraction). larger countries with domestic technological capacity (such as brazil and india) had the least truncated subsidiaries, often with research and development departments. with liberalisation, mne strategies on affiliate competence and scope have changed in four ways [dunning and narula, 2004]. first, there has been investment in new affiliates. second, there has been sequential investment in upgrading existing subsidiaries. third, there has been some downgrading of subsidiaries, whereby mnes have divested in response to location advantages elsewhere or reduced the level of competence and scope of subsidiaries. do we need a new agenda? 451 fourth, there has been some redistribution of ownership as the result of privatisation or acquisitions of local private firms. in many, but certainly not all, cases this also led to a downgrading of activities. mnes are taking advantage of liberalisation to concentrate production capacity in a few locations, exploiting scale and agglomeration economies, favourable location and strong capabilities. some miniature replicas have been downgraded to sales and marketing affiliates, with fewer opportunities for spillovers. countries that receive fdi with the highest potential for capability development are, ironically, those with strong domestic absorptive capacities. the article by lorentzen and barnes on south africa shows that domestic capacity – in the form of infrastructure or an efficient domestic industrial sector – is a primary determinant of high competence affiliates. they base their analysis on eight case studies in the south african automotive sector, and show that indigenous firms can compete with mnes, and – given the appropriate domestic capabilities and infrastructure – can maintain and improve their competitive advantages through indigenous innovation. like south africa, other countries have succeeded in attracting such fdi, notably mexico and the caribbean basin [eclac, 2000, 2001; mortimore, 2000]. in addition to providing a threshold level of domestic capabilities and infrastructure, these countries have invested in developing their knowledge base (although to a lesser extent in the case of mexico). mortimore [2000] argues that much of this fdi has created export platforms for mnes with limited benefits for the host countries [eclac, 2001]. this is a point reiterated by mytelka and barclay here in the case of trinidad, where fdi has not been leveraged to develop the skills and capabilities of local downstream and supporting firms. the state has largely failed to act as a facilitator to stimulate and support domestic absorptive capacities and linkages with mne affiliates. mne linkages fdi transfers technology to local firms in four ways: backward linkages, labour turnover, horizontal linkages and international technology spillovers. studies of backward linkages have identified various determinants, including those internal to mnes and those associated with host economies. the ability of the host economy to benefit from mne linkages has been found to depend crucially on the relative technological capabilities of recipient and transmitter: the greater the distance between them, the lower the intensity of linkages. again, mne motives and strategies matter. domestic market oriented affiliates generally purchase more locally than export-oriented firms because of lower quality requirements and technical specifications [reuber et al., 1973; altenburg, 2000]. mne affiliates are more likely to be integrated with host countries where they source relatively simple inputs [ganiatsos, 2000; carillo,
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