IEEE International Engineering Management ConferenceIEEE, 1998 |
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Pagina 167
... leader ? Just as you learned engineering so can you learn leadership . Leadership skills are developed just like any other skills , by knowledge and practice . The focus of leadership is empowering others to do what you need done . If ...
... leader ? Just as you learned engineering so can you learn leadership . Leadership skills are developed just like any other skills , by knowledge and practice . The focus of leadership is empowering others to do what you need done . If ...
Pagina 195
... leadership - management development course for members of the leadership group . This group , 20 in number , included virtually all members of management and as well as lead engineers and architects . The CEO envisioned the course as a ...
... leadership - management development course for members of the leadership group . This group , 20 in number , included virtually all members of management and as well as lead engineers and architects . The CEO envisioned the course as a ...
Pagina 336
... leader to be considered facilitative . An autocratic leadership style tends to be dictatorial , and fosters dependence upon the leader ( Gordon , 1955 ) . Not surprisingly , this type of leadership has been found to discourage member ...
... leader to be considered facilitative . An autocratic leadership style tends to be dictatorial , and fosters dependence upon the leader ( Gordon , 1955 ) . Not surprisingly , this type of leadership has been found to discourage member ...
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