IEEE International Engineering Management ConferenceIEEE, 1996 |
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Pagina 303
... specific needs described in Activity 1. However , a prototype can also demonstrate a technical approach for accomplishing a specific set of tasks . Prototypes which demonstrate technical capabilities are oftencalled brassboards and they ...
... specific needs described in Activity 1. However , a prototype can also demonstrate a technical approach for accomplishing a specific set of tasks . Prototypes which demonstrate technical capabilities are oftencalled brassboards and they ...
Pagina 318
... specific issues associated with the strategic management process . If a company label appears in the block for a specific issue , it indicates that the management level associated with that block had a moderate - to - high degree of ...
... specific issues associated with the strategic management process . If a company label appears in the block for a specific issue , it indicates that the management level associated with that block had a moderate - to - high degree of ...
Pagina 515
... specific directions on the operation of the firm . For example , a first level manager decides on the design of a module for a specific product . A high level manager decides on the strategic business areas the firm is to pursue over ...
... specific directions on the operation of the firm . For example , a first level manager decides on the design of a module for a specific product . A high level manager decides on the strategic business areas the firm is to pursue over ...
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