IEEE International Engineering Management ConferenceIEEE, 1998 |
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Pagina 267
... structure for defining all outputs . Other researchers have concentrated on the development of information within a design process , and how this information is developed and used . Ullman [ 1994 ] discusses the evolution of information ...
... structure for defining all outputs . Other researchers have concentrated on the development of information within a design process , and how this information is developed and used . Ullman [ 1994 ] discusses the evolution of information ...
Pagina 337
... Structure and Communication CFPDT Initiation of structure refers to the degree to which the team leader assigns tasks and prescribes behaviors to the team members in order to achieve the desired results . In contrast to facilitative ...
... Structure and Communication CFPDT Initiation of structure refers to the degree to which the team leader assigns tasks and prescribes behaviors to the team members in order to achieve the desired results . In contrast to facilitative ...
Pagina 339
... structure and internal team dynamics was significantly weaker than expected . Results presented in Table 1 shows that only two of the nine hypotheses involving initiation of structure were supported . Initiation of structure by the team ...
... structure and internal team dynamics was significantly weaker than expected . Results presented in Table 1 shows that only two of the nine hypotheses involving initiation of structure were supported . Initiation of structure by the team ...
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