IEEE International Engineering Management ConferenceIEEE, 1998 |
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Pagina 192
... employees have of each other . Even though these expectations may never be spoken , they do exist and have a tangible impact on the relationship between employees and their firms . When the expectations of either side are not fulfilled ...
... employees have of each other . Even though these expectations may never be spoken , they do exist and have a tangible impact on the relationship between employees and their firms . When the expectations of either side are not fulfilled ...
Pagina 195
... employees over the past twelve months . The CEO asked the authors to design and teach an on - site leadership - management development course for members of the leadership group . This group , 20 in number , included virtually all ...
... employees over the past twelve months . The CEO asked the authors to design and teach an on - site leadership - management development course for members of the leadership group . This group , 20 in number , included virtually all ...
Pagina 196
... employees . Associates Leaders Strongly agree 28 % 50 % Agree 48 % 40 % 10 % 14 % 10 % Neutral Disagree Disagreement with the statement reflecting what the firm expects to provide employees centered on lack of recognition for ...
... employees . Associates Leaders Strongly agree 28 % 50 % Agree 48 % 40 % 10 % 14 % 10 % Neutral Disagree Disagreement with the statement reflecting what the firm expects to provide employees centered on lack of recognition for ...
Inhoudsopgave
STRATEGIC MANAGEMENT OF TECHNOLOGY | 1 |
Multisensor Optoelectronics System | 15 |
Animation of a Job Shop Scheduling Process | 28 |
Copyright | |
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activities analysis application approach areas automation Balanced Scorecard benefits capabilities Cellular Manufacturing client communication companies competitive complex cost cycle cyclical software development data mart database decision defined development process economic effective employees Engineering enterprise environment evaluation example expected Expert Systems factors Fat Clients firms focus function Geographic Information Systems global goals identified impact implementation important improve increase industry information system integration interaction internal issues kenaf knowledge manufacturing methodology Object OOBIS operations organization organizational output paper parameters performance phase planning problems product development Project Management psychological contract radical innovation Re-Design Rensselaer Polytechnic Institute requirements role schedule sharing specific stage strategy structure success system supplier task TCAD team members technical Thin Clients value network variables Waterfall Model