IEEE International Engineering Management ConferenceIEEE, 1994 |
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... factors they perceived as significant for promotion to upper management . Engineers selected for inclusion in this survey had been actively involved in their profession for a minimum of five years . Such experience will probably provide ...
... factors they perceived as significant for promotion to upper management . Engineers selected for inclusion in this survey had been actively involved in their profession for a minimum of five years . Such experience will probably provide ...
Pagina
... factor was rated as only moderately important . In the 1992 survey , no sixth factor was rated as significantly important by the majority of those surveyed . Table II Complete Survey Results Factors Which Enhance Management Performance ...
... factor was rated as only moderately important . In the 1992 survey , no sixth factor was rated as significantly important by the majority of those surveyed . Table II Complete Survey Results Factors Which Enhance Management Performance ...
Pagina
Factors Which Impact Significantly Upon Promotion Into Upper Management References 1 . 2 . 3 . 4 . 5. opportunities are likely to be limited . The engineering competence factors perceived as significant by those surveyed have , at best ...
Factors Which Impact Significantly Upon Promotion Into Upper Management References 1 . 2 . 3 . 4 . 5. opportunities are likely to be limited . The engineering competence factors perceived as significant by those surveyed have , at best ...
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Implementation | 2 |
Al Connelly Connelly Associates International | 13 |
Total Quality in Management Decision Making | 93 |
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achieve activities Analytic Hierarchy Process application approach areas bisociative carrier characteristics chart communication competitive complex continuous improvement corporate cost creativity criteria database decision analysis defined effective employees Engineering Management environment evaluation factors FFRDCs Figure Finland focus functions global goals House of Quality identified IEEE implementation important increased individual industrial base innovative behavior input integrated internal leadership learning logistics manufacturing measure mentoring methodology metrics needs operations organization organizational organizational learning output performance phase planning potential problem problem-solving style product development project management Quality Function Deployment quality management quality system R&D management R&D projects relationship requirements responsibility Review risk selection specific strategic structure success systems thinking tasks technical Total Quality Management University