IEEE International Engineering Management ConferenceIEEE, 1998 |
Vanuit het boek
Resultaten 1-3 van 17
Pagina 151
... style is vital . If a general manager incapable of the proper management style is appointed , he / she may simply order the collection of raw data , take time to review reports to understand them , but not make a final decision in the ...
... style is vital . If a general manager incapable of the proper management style is appointed , he / she may simply order the collection of raw data , take time to review reports to understand them , but not make a final decision in the ...
Pagina 335
... style . Management styles of leaders can differ along many dimensions ( Muczyk & Reimann , 1987 ) , three of these were considered relevant for this study in terms of their potential influence on the internal dynamics of the CFPDT ...
... style . Management styles of leaders can differ along many dimensions ( Muczyk & Reimann , 1987 ) , three of these were considered relevant for this study in terms of their potential influence on the internal dynamics of the CFPDT ...
Pagina 339
... style . The disproportionate amount of influence exerted by these individuals truly makes it a case of first amongst equals . The objective of this study was to empirically examine how the management style of the team leader effects the ...
... style . The disproportionate amount of influence exerted by these individuals truly makes it a case of first amongst equals . The objective of this study was to empirically examine how the management style of the team leader effects the ...
Inhoudsopgave
STRATEGIC MANAGEMENT OF TECHNOLOGY | 1 |
Multisensor Optoelectronics System | 15 |
Animation of a Job Shop Scheduling Process | 28 |
Copyright | |
44 andere gedeelten niet getoond
Overige edities - Alles bekijken
Veelvoorkomende woorden en zinsdelen
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