IEEE International Engineering Management ConferenceIEEE, 1996 |
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Pagina 502
Figure 2 shows , how big part of models has been equipped with these systems as a standard equipment . The curves in figure 2 are based on the Pearl method ( Martino , 93 ) . Penetration degree ( % ) 100 80 60 40 20 1975 1980 1985 1990 ...
Figure 2 shows , how big part of models has been equipped with these systems as a standard equipment . The curves in figure 2 are based on the Pearl method ( Martino , 93 ) . Penetration degree ( % ) 100 80 60 40 20 1975 1980 1985 1990 ...
Pagina 622
... Figure 1 , 2 , 3 , and 4. These figures correspond to the case of s = 0 , 1/3 , 1/2 , and 3/5 , respectively . The ... Figure 1 and 2 , region A in Figure 3 and 4 ) . But when ( and where ) competition is weak , RJVS replaces top ...
... Figure 1 , 2 , 3 , and 4. These figures correspond to the case of s = 0 , 1/3 , 1/2 , and 3/5 , respectively . The ... Figure 1 and 2 , region A in Figure 3 and 4 ) . But when ( and where ) competition is weak , RJVS replaces top ...
Pagina 636
... Figure 1 ( Pasmore , Francis , Haldeman and Shani , 1982 ) . The dashed lines in the figure represent the open nature of the organizational system . To optimize one of the subsystems would be to suboptimize the other subsystem ; hence ...
... Figure 1 ( Pasmore , Francis , Haldeman and Shani , 1982 ) . The dashed lines in the figure represent the open nature of the organizational system . To optimize one of the subsystems would be to suboptimize the other subsystem ; hence ...
Inhoudsopgave
Intelligent Software Agents As Tools For Managing Ethical Issues In Organisations Caused | 1 |
Management Information And Control System For Research Administration | 12 |
Towards A Better Human Resources Management Within The Virtual Corporation | 18 |
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achieve activities analysis Analytic Hierarchy Process application approach assessment business processes capabilities communication competitive complex components concept coordination core cost culture cycle database decision defined discontinuous innovation economic effective electronic employees Engineering Management environment evaluation factors Figure firm's firms flexibility focus function goal identified IEEE impact implementation important improvement increased individual industry information systems information technology integration interaction internal investment involved issues iteration knowledge learning manufacturing methodology Multimedia objectives operations organizational organizational learning outsourcing paper participants partners performance personal computers planning problem product development project management Quality Function Deployment relationship requirements response Review role solution specific standards strategic management strategy structure suppliers task team members technical telecommunications utilized virtual corporation virtual enterprise virtual organization virtual teams