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Pagina 226
The model accepts the fact that R & D projects are selected by organizations and
recognizes the value of organizational decision process rather than just focusing
on decisions that are made at a particular organizational level at a particular ...
The model accepts the fact that R & D projects are selected by organizations and
recognizes the value of organizational decision process rather than just focusing
on decisions that are made at a particular organizational level at a particular ...
Pagina 409
individual and organizational action . These side benefits are unique to each
organization as a result of the OLP process . Examples of side benefits are given
at the end of this section . cooperative coalition building is a useful way of ...
individual and organizational action . These side benefits are unique to each
organization as a result of the OLP process . Examples of side benefits are given
at the end of this section . cooperative coalition building is a useful way of ...
Pagina 414
Much of our current efforts are devoted to follow - on processes designed to
translating new awareness into new organizational decisions and actions . 161 P
. Senince of the Lea 1990 . A New Manas 1 OLP is a temporary organizational ...
Much of our current efforts are devoted to follow - on processes designed to
translating new awareness into new organizational decisions and actions . 161 P
. Senince of the Lea 1990 . A New Manas 1 OLP is a temporary organizational ...
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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