Results for barring unforeseen translation from English to Tagalog

barring unforeseen
filipino

barring unforeseen problem
barring unforseen problem

unforeseen
hindi malalaman

off barring
off barring

barring complications
barring complication

call barring meaning
call barring

days barring complications
hadlang sa mga komplikasyon

due to unforeseen circumstances
kahit gustuhin ko mang i cancel ang flight ko

call barring tagalog meaning
call barring tagalog meaning

due to unforeseen personal matter
dahil sa hindi inaasahang mga personal na isyu

what does off barring mean in tagalog?
ano ang ibig sabihin ng off barring sa tagalog

moreover would need medical attention for 1 day barring complication
moreover would need medical attention for 1 day barring

could need medical attention for three to 5 days barring complications
hadlang sa mga komplikasyon

hedge fund is nothing more than an investment company that invests its clients' money in alternative investments to either beat the market or provide a hedge against unforeseen market changes.
hedge fund is nothing more than an investment company that invests its clients' money in alternative investments to either beat the market or provide a hedge against unforeseen market changes.

contingencies and miscellaneous not exceeding four percent (4.0%) of the edc. these include expenses for unforeseen events and other activities.
tagalog

even more countries have imposed restrictions on arriving travelers, either barring entry (maybe with an exception for local citizens and permanent residents) or requiring you to be quarantined, typically for 14 days.
mas marami pang mga bansa ang nagpapatupad ng mga paghihigpit sa pagdating ng mga manlalakbay, alinman sa paghadlang sa pagpasok (marahil na bukod sa mga lokal na mamamayan at permanenteng residente) o pag-atas sa iyo na mag-quarantine, karaniwang 14 na araw.

forming in this stage, most team members are positive and polite. some are anxious, as they haven't fully understood what work the team will do. others are simply excited about the task ahead. as leader, you play a dominant role at this stage, because team members' roles and responsibilities aren't clear. this stage can last for some time, as people start to work together, and as they make an effort to get to know their new colleagues. storming next, the team moves into the storming phase, where people start to push against the boundaries established in the forming stage. this is the stage where many teams fail. storming often starts where there is a conflict between team members' natural working styles. people may work in different ways for all sorts of reasons but, if differing working styles cause unforeseen problems, they may become frustrated. storming can also happen in other situations. for example, team members may challenge your authority, or jockey for position as their roles are clarified. or, if you haven't defined clearly how the team will work, people may feel overwhelmed by their workload, or they could be uncomfortable with the approach you're using. some may question the worth of the team's goal, and they may resist taking on tasks. team members who stick with the task at hand may experience stress, particularly as they don't have the support of established processes or strong relationships with their colleagues. norming gradually, the team moves into the norming stage. this is when people start to resolve their differences, appreciate colleagues' strengths, and respect your authority as a leader. now that your team members know one another better, they may socialize together, and they are able to ask one another for help and provide constructive feedback. people develop a stronger commitment to the team goal, and you start to see good progress towards it. there is often a prolonged overlap between storming and norming, because, as new tasks come up, the team may lapse back into behavior from the storming stage. performing the team reaches the performing stage, when hard work leads, without friction, to the achievement of the team's goal. the structures and processes that you have set up support this well. as leader, you can delegate much of your work, and you can concentrate on developing team members. it feels easy to be part of the team at this stage, and people who join or leave won't disrupt performance.
karaniwang pag-unlad