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Pagina 193
10 ) practitioner picks up from his organization or environment and internalizes
into his mental model of the task . Like cognitive biases , they tend to be repetitive
. Unlike them they may or may not be subconscious . The fourth cause of errors is
...
10 ) practitioner picks up from his organization or environment and internalizes
into his mental model of the task . Like cognitive biases , they tend to be repetitive
. Unlike them they may or may not be subconscious . The fourth cause of errors is
...
Pagina 194
During acquisition of information , the person accesses information from both his
memory and the environment . Then , this information is processed and the
output is the result of processing . The output is at the border of both schema and
the ...
During acquisition of information , the person accesses information from both his
memory and the environment . Then , this information is processed and the
output is the result of processing . The output is at the border of both schema and
the ...
Pagina 373
The environment in which engineering management takes place is the fourth
dimension . This environment has a significant impact on the overall process of
engineering management and it is essential to have sufficient knowledge of this if
...
The environment in which engineering management takes place is the fourth
dimension . This environment has a significant impact on the overall process of
engineering management and it is essential to have sufficient knowledge of this if
...
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Track No | 2 |
93 | 12 |
otal Quality in Management Decision Making | 97 |
Copyright | |
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achieve activities alternative analysis application approach areas average become carrier characteristics chart communication competitive complex considered continuous corporate correction cost create criteria critical decision defined determine effect Engineering environment error established evaluation example existing expectations experience factors Figure firms function global goals identified implementation important improvement increased individual industry innovative integrated internal involved knowledge learning manufacturing means measurement meet methods needs objectives operations organization organizational output performance phase planning position possible potential practice presented probability problem relationships reported requirements responsibility Review risk role selection share specific stage standard strategy structure style success Table tasks technical transport unit University