IEEE International Engineering Management ConferenceIEEE, 1998 |
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Pagina 244
... individual . Knowledge is amplified with the interactions between organizational knowledge and individual knowledge . One of management tasks in engineering is to stimulate and to manage those interactions . experiencing or " re ...
... individual . Knowledge is amplified with the interactions between organizational knowledge and individual knowledge . One of management tasks in engineering is to stimulate and to manage those interactions . experiencing or " re ...
Pagina 322
... individual's belief or a common belief among a group of individuals that another individual or group ( i ) makes good faith efforts to behave in accordance with any commitments both explicit or implicit , ( ii ) is honest in whatever ...
... individual's belief or a common belief among a group of individuals that another individual or group ( i ) makes good faith efforts to behave in accordance with any commitments both explicit or implicit , ( ii ) is honest in whatever ...
Pagina 531
... individual's network was a strong , but informal mechanism which facilitated sharing , learning , and provided motivation . The GDT program manager's " role " lay in recognizing the existence of an individual's network and encouraging ...
... individual's network was a strong , but informal mechanism which facilitated sharing , learning , and provided motivation . The GDT program manager's " role " lay in recognizing the existence of an individual's network and encouraging ...
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