ARTICLE IN PRESS Technovation 28 (2008) 633–643 www.elsevier.com/locate/technovation Post-project reviews as a key project management competence Frank T. Anbaria‚c‚Â Elias G. Carayannisb‚c‚1‚ Robert James Voetschd‚2 a Department of Decision Sciences‚ School of Business‚ Funger Hall 415‚ 2201 G Street‚ NW Washington‚ DC‚ USA Department of Information Systems and Technology Management‚ School of Business‚ Funger Hall 415‚ 2201 G Street‚ NW Washington‚ DC‚ USA c The George Washington
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1. Since the mid-1960 ’s‚ corporate liquidity has been declining. What reasons can you give for this trend? I think the reason for less liquidity since mid-1960’s is due to efficiency in management‚ use of cash flow‚ and the potential of maximizing earnings of a firm’s money. As our text puts it‚ it can be “traced to more efficient inventory management such as just-in-time inventory programs‚ point-of-sales terminals‚ more efficient cash management‚ electronic cash flow transfer systems‚ and
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SIT/AFFILIATE INSTITUTE OF AFRICAN STUDIES UNIVERSITY OF GHANA P.O.BOX LG 73 LEGON – ACCRA 18TH FEBRUARY 2013 The Administrative Secretary Institute Of African Studies P.O.BOX LG 73 Legon. Dear Sir/Madam EXTENSION OF VISA SCHOOL FOR INTERNATIONAL TRAINING (SIT) The SIT programme based at the institute of African Studies‚ university of Ghana‚ is the study Abroad component of world learning Inc. a university in the USA located in Brattleboro‚ Vermont. For this spring semester (February-May)
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directly effected by its external environment and its impact on the organization structure. This company dealt with a similar parts supply problem to that of Acme. Omega also has a lack of clear hierarchy of authority‚ with it being difficult for employees to find what exactly their job parameters are. III. Causes of the Concerns Acmes’ organization is mechanistic. It has rules‚ procedures and a clear hierarchy of authority. This organization is very formalized with most decisions being made at the top
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Symbolic Interaction studies society through interactions within individual and small groups. It’s also represented through shared symbols‚ gestures‚ and nonverbal communications. But‚ how do these meanings influence people to interact the way they do around other people? It’s all based on “words”. Words are the biggest symbols our society uses‚ and is the foundation of learning and communicating. People act the way they do around their peers because they understand each other‚ but once they don’t
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The Chicago School is known for its urban sociology and for developing Symbolic Interactionism approach. The Chicago School put a lot of attention to the human behavior‚ which would be determined by social structures and physical environmental factors than the genetic and personal characteristics. The Chicago School believed that the natural environment which the community inhabits is a major factor in shaping human behavior‚ and that the city functions as a microcosm for human interactions‚ relations
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The Organization as a Person: Utilizing Metaphoric Analysis to Transform Organizations Leadership Advance Online– Issue XV‚ Winter 2008 by Antonio G. Marchesi What is an organization? Is it a place‚ a process or a person? Individuals at all levels of employment often wrestle with what many deem to be the daunting task of succinctly articulating the nature of the organization. Countless texts exist that attempt to provide a model for describing the construct and function of organizations. However
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1 ORGANIZATION BEHAVIOR LEARNING OBJECTIVES The present module aims at: To understand the organization behavior and management functions To know the role of managers To know the reasons for studying of organization behavior To analyze organization behavior from the perspective of learning of an organization. To know and understand the basic approaches in organization behavior “Investing in People is the most important aspect of any modern business.” —Management Today‚ October
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identification of and subsequent assault on something called “the critical” or “critical architecture‚” usually accompanied by a collateral assault on something called “theory.” At the risk of erecting yet another straw figure that tramples on the subtleties of Baird’s analysis‚ it might be fair to characterize such practices‚ variously named “post-critical” or “projective‚” as sharing a commitment to an affect-driven‚ nonoppositional‚ nonresistant‚ nondissenting‚ and therefore nonutopian form of architectural
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Metaphors of Organizations "All theories of organization and management are based on implicit images or metaphors that persuade us to see‚ understand‚ and imagine situations in partial ways. Metaphors create insight. But they also distort. They have strengths. But they also have limitations. In creating ways of seeing‚ they create ways of not seeing. Hence there can be no single theory or metaphor that gives an all-purpose point of view. There can be no ’correct theory ’ for structuring everything
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