IEEE International Engineering Management ConferenceIEEE, 1996 |
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Pagina 204
... ideas are rejected . • Competition : if we believe we are better than our competition , why should we adopt any of their ideas ? • Implication of poor performance : if your idea is better than ours , it implies we are wrong or ...
... ideas are rejected . • Competition : if we believe we are better than our competition , why should we adopt any of their ideas ? • Implication of poor performance : if your idea is better than ours , it implies we are wrong or ...
Pagina 314
... ideas or concepts which are not currently captured or reflected anywhere else . The other strategic management activities ( Information Gathering , Assessment , Project Control , etc. ) take existing ideas and concepts and apply ...
... ideas or concepts which are not currently captured or reflected anywhere else . The other strategic management activities ( Information Gathering , Assessment , Project Control , etc. ) take existing ideas and concepts and apply ...
Pagina 389
... ideas is forbidden until after the session ⚫ all ideas are available to all participants ⚫ although not necessarily , new ideas can be based on old ideas or a combination of old ideas The way new ideas are generated is similar to the ...
... ideas is forbidden until after the session ⚫ all ideas are available to all participants ⚫ although not necessarily , new ideas can be based on old ideas or a combination of old ideas The way new ideas are generated is similar to the ...
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 |
Copyright | |
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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