IEEE International Engineering Management ConferenceIEEE, 1994 |
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Pagina 73
... ideas would be heard . Employee after employee stated management was open to their ideas . that Equally important to the employee was that their ideas were considered and then clearly accepted , modified or rejected in a timely manner ...
... ideas would be heard . Employee after employee stated management was open to their ideas . that Equally important to the employee was that their ideas were considered and then clearly accepted , modified or rejected in a timely manner ...
Pagina 75
... ideas pass rather than to try to express themselves on paper . Ideas which were written up went into a complex cycle of review and discussion . Many ideas were agreed in the committees to be valid but no one was assigned authority to ...
... ideas pass rather than to try to express themselves on paper . Ideas which were written up went into a complex cycle of review and discussion . Many ideas were agreed in the committees to be valid but no one was assigned authority to ...
Pagina 390
... ideas are often rejected without recourse . Even if their ideas are worthwhile , they are not accepted unless the manager's guru has given approval . The technically capable managers tend to view ideas on their merits rather than on ...
... ideas are often rejected without recourse . Even if their ideas are worthwhile , they are not accepted unless the manager's guru has given approval . The technically capable managers tend to view ideas on their merits rather than on ...
Inhoudsopgave
Implementation | 2 |
Al Connelly Connelly Associates International | 13 |
Total Quality in Management Decision Making | 93 |
Copyright | |
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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