Results 321 to 330 of about 12,057,244 (369)
Some of the next articles are maybe not open access.
IEE Review, 1988
Organization managing people managing financial resources legal and social obligations marketing products and services new ventures.
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Organization managing people managing financial resources legal and social obligations marketing products and services new ventures.
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Journal of Canadian Petroleum Technology, 1973
Abstract Much has been said and written on management-employee relationships, particularly concerning professionals, and numerous guidelines have been suggested toward establishing a mutually beneficial working climate conducive to productivity.
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Abstract Much has been said and written on management-employee relationships, particularly concerning professionals, and numerous guidelines have been suggested toward establishing a mutually beneficial working climate conducive to productivity.
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European Journal of Operational Research, 1990
In the continuing endeavour to work towards ever better management, the engineering manager has a crucial role to play. The history of the engineer is reviewed and his/her possible present role in management is considered. Management objectives are outlined and defined and the specific role of the engineer emphasised.
E. A. Stallworthy, Om Prakash Kharbanda
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In the continuing endeavour to work towards ever better management, the engineering manager has a crucial role to play. The history of the engineer is reviewed and his/her possible present role in management is considered. Management objectives are outlined and defined and the specific role of the engineer emphasised.
E. A. Stallworthy, Om Prakash Kharbanda
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Management and the Engineer [PDF]
Proceedings of the Institution of Mechanical Engineers, 1968 Engineers were the first managers. Their pre-eminence has been overtaken by accountants and men of broader training, and acceleration of business studies will increase this displacement. Mention is made of the advantages and special problems of engineers in business studies.
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Proceedings of the Institution of Mechanical Engineers, 1958
I am very conscious of the honour and responsibility involved in presenting the Graham Clark Lecture, particularly as I am the first engineer to do so. These feelings are enhanced because I had the privilege of knowing Graham Clark personally, and because I greatly admired his humanism and breadth of vision.
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I am very conscious of the honour and responsibility involved in presenting the Graham Clark Lecture, particularly as I am the first engineer to do so. These feelings are enhanced because I had the privilege of knowing Graham Clark personally, and because I greatly admired his humanism and breadth of vision.
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IEE Proceedings A Physical Science, Measurement and Instrumentation, Management and Education, Reviews, 1988
During 1986, three discussion meetings were held in which a number of important aspects of the relationship of electrical engineers to management were explored in some depth. At two of the meetings, the contributions of educational institutions and employers to the development of electrical engineers as managers were considered, together with ...
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During 1986, three discussion meetings were held in which a number of important aspects of the relationship of electrical engineers to management were explored in some depth. At two of the meetings, the contributions of educational institutions and employers to the development of electrical engineers as managers were considered, together with ...
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Journal of Management in Engineering, 1985
The intellectually based effectiveness is differentiated from the emotionally based effectiveness of the manager. Although they are obviously interrelated, the required outcomes of a manager's behavior are largely not a function of intellect, but a function of emotions (both handling inputs and projecting positive emotional outputs).
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The intellectually based effectiveness is differentiated from the emotionally based effectiveness of the manager. Although they are obviously interrelated, the required outcomes of a manager's behavior are largely not a function of intellect, but a function of emotions (both handling inputs and projecting positive emotional outputs).
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Journal of Petroleum Technology, 1955
New Emphasis on Management Training Hardly a week passes in which an invitation does not come from some university or management consultant firm to send some of our prospective management personnel for exposure to the newest concepts in the arts of administration.
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New Emphasis on Management Training Hardly a week passes in which an invitation does not come from some university or management consultant firm to send some of our prospective management personnel for exposure to the newest concepts in the arts of administration.
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Managing an Engineering Project
International Journal of Information Technology Project Management, 2016This article provides an overview of the comprehensive process in creating a “Project Plan” for an engineering project. The authors discuss the challenges of project management tasks, tools, and methods used. They also discuss and compare other commonly used project planning practices and techniques.
Nayem Rahman +2 more
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2008
Managing engineering is more difficult, more demanding and more important than managing any other human activity in modern society. The article explains how, by adhering to the principles taught by Peter F. Drucker in his landmark book The Practice of Management, managers can exploit the full potentials of their peoples’ talents and of changing ...
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Managing engineering is more difficult, more demanding and more important than managing any other human activity in modern society. The article explains how, by adhering to the principles taught by Peter F. Drucker in his landmark book The Practice of Management, managers can exploit the full potentials of their peoples’ talents and of changing ...
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