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Pagina 48
The results indicated that manager role expectations moderated the relationship
between problem - solving style and innovative behavior . problem - solving
styles may react differently to leadership influence , and recent empirical
evidence ...
The results indicated that manager role expectations moderated the relationship
between problem - solving style and innovative behavior . problem - solving
styles may react differently to leadership influence , and recent empirical
evidence ...
Pagina 51
In this context , the role is a set of expectations of the position independent of the
person holding the position . Indicate the degree to which you would describe the
role for each of your subordinates as being either an innovator or being a ...
In this context , the role is a set of expectations of the position independent of the
person holding the position . Indicate the degree to which you would describe the
role for each of your subordinates as being either an innovator or being a ...
Pagina 52
Table 5 shows the results of hierarchical regressions testing for the interaction of
the unidimensional creative problem - solving style and each of the other study
variables ( i . e . , LMX and role expectations ) . While the test for the interaction of
...
Table 5 shows the results of hierarchical regressions testing for the interaction of
the unidimensional creative problem - solving style and each of the other study
variables ( i . e . , LMX and role expectations ) . While the test for the interaction of
...
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Inhoudsopgave
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