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Pagina 50
LMX and innovative role expectations than are those whose problem - solving
style is more associative . H6 . ... for those with avoidant or conventional problem
- solving styles than for those with innovative or flexible problem - solving styles .
LMX and innovative role expectations than are those whose problem - solving
style is more associative . H6 . ... for those with avoidant or conventional problem
- solving styles than for those with innovative or flexible problem - solving styles .
Pagina 52
measure of problem - solving style " creative problem - solving style . " The higher
the final scale score , the more creative was the individual ' s problem - solving
style ; the lower the final scale score , the less creative was the individual ' s ...
measure of problem - solving style " creative problem - solving style . " The higher
the final scale score , the more creative was the individual ' s problem - solving
style ; the lower the final scale score , the less creative was the individual ' s ...
Pagina 133
87 ) , ( PURCHASE STYLE ) service performance was improved ( 0 . 78 ) ,
domestic sales were increased ( 0 . 87 ) , product quality was improved ( 0 . 53 ) ,
( CUSTOMER SATISFACTION ) Factor 2 : Sponsoring University Research ( 0 .
87 ) , ( PURCHASE STYLE ) service performance was improved ( 0 . 78 ) ,
domestic sales were increased ( 0 . 87 ) , product quality was improved ( 0 . 53 ) ,
( CUSTOMER SATISFACTION ) Factor 2 : Sponsoring University Research ( 0 .
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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