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Pagina 267
These researchers have examined the theories and tools of concurrent
enginicom i bio were they no neering ; however , they have not addressed
outputs of all of their defined design steps , and they have not developed a
general structure for ...
These researchers have examined the theories and tools of concurrent
enginicom i bio were they no neering ; however , they have not addressed
outputs of all of their defined design steps , and they have not developed a
general structure for ...
Pagina 337
Additionally , Carzo found that tight structure led to the communication becoming
more formal in nature . ... Therefore , initiation of structure by the team leader is in
general likely to contribute to a more formal structure in the CFPDT , suggesting ...
Additionally , Carzo found that tight structure led to the communication becoming
more formal in nature . ... Therefore , initiation of structure by the team leader is in
general likely to contribute to a more formal structure in the CFPDT , suggesting ...
Pagina 339
The relationship between initiation of 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 .
The relationship between initiation of 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 .
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Inhoudsopgave
Management of Technology | 1 |
Evidence | 7 |
Multisensor Optoelectronics System | 15 |
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activities allow analysis application approach areas associated benefits client communication companies competitive complete concept considered corporate cost create culture cycle decision defined described detailed determine economic effective Engineering enterprise environment example existing expected experience factors firms focus function goals ideas identified implementation important improvement increase individual industry information system initial innovation integration interaction internal investment involved issues Italy knowledge learning manufacturing means measures method Object operations organization organizational performance planning positive possible practices present problems product development requirements responsibility Review role sharing shows specific stage strategy structure success suppliers Table task technical understanding units University variables