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Engineering Management, IRE Transactions on

Issue 3 • Date Sept. 1959

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Displaying Results 1 - 11 of 11
  • [Front cover]

    Publication Year: 1959 , Page(s): c1
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    Freely Available from IEEE
  • IRE Professional Group on Engineering Management

    Publication Year: 1959 , Page(s): nil1
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    Freely Available from IEEE
  • [Breaker page]

    Publication Year: 1959 , Page(s): nil1
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    Freely Available from IEEE
  • A Profitability Criterion for Measurement and Decision-Making

    Publication Year: 1959 , Page(s): 65 - 68
    Cited by:  Papers (1)
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    Consideration of the legal structure of corporations, and of long-term price and dividend trends of industrial stocks, leads to the conclusion that a corporation achieves its maximum profitability when the discounted value of the over-all flow of cash associated with its various activities is a maximum. The appropriate discount rate is somewhere near 6 per cent. Since each project, individually, must have its maximum possible discounted value, the profitability criterion serves as a criterion for decision-making. View full abstract»

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  • Product Selection---Witchcraft or Wisdom

    Publication Year: 1959 , Page(s): 68 - 71
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    This paper develops the thesis that marketing research can make a significant contribution to new product conception and development. A discussion of new product development is presented within the framework of meeting the challenge of changing needs of the market and the competition of companies who are market-oriented and working to anticipate the needs of their customers. Companies engaged in research and development work are committing important resources in new product and new concept development in order to survive, yet there is a risk of failure that is inherent in such activities. Although it is agreed that the risk of failure cannot be eliminated, it is recommended that this risk can be reduced by utilizing the discipline of marketing research. View full abstract»

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  • Group Contracting

    Publication Year: 1959 , Page(s): 71 - 75
    Cited by:  Papers (1)
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    The pattern of military electronics procurement in recent years has shifted away from large-scale production of relatively simple systems¿black boxes, they may be called¿and toward the development and production of fewer systems of increasing complexity. To meet the challenges imposed by this change, the industry has found it necessary, in many cases, to form teams of specialist organizations, each possessing one or more of the capabilities necessary for the task in question. Although the structure of the relationships which bind the team together may vary, the basic attributes are the same. In this paper, the characteristics of team contracting are revealed and the advantages of this form of solving specific military problems are discussed. View full abstract»

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  • An Industrial Dynamic Approach to the Management of Research and Development

    Publication Year: 1959 , Page(s): 75 - 80
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    Our intensive search for knowledge, basic and applied, must be accompanied by a corresponding search for the principles underlying the management of research and development. An attempt has been made here to seek out the factors of major importance and to organize them into a meaningful whole. Basic to this analysis have been the views of product value and cost as streams in time, and of managerial capabilities as probabilities of project completion, also varying in time. A simple model based on these concepts has been developed for a business in which the products are characterized by great complexity and by rapid change. The model is simply a tool to understanding¿a way of looking at a business. Rational procedures have been derived for making certain the major project decisions. View full abstract»

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  • Management Control of Professional Operations--- Actuality or Illusion?

    Publication Year: 1959 , Page(s): 81 - 86
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    Whether management has effective control of professional operations such as Research and Development is difficult to judge because the required level of creativity varies from project to project. To eliminate this variable, patent operations, which require specialized creativity of constant intensity, were chosen for study. Results of a questionnaire sent to 100 electronics companies indicate that quantity, quality and cost controls in most corporate patent programs are rudimentary or non-existent. This raises a question as to whether management ccntrol (in the cybernetic sense) is achievable in any area of professional operations. View full abstract»

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  • Magazine Review Section

    Publication Year: 1959 , Page(s): 87 - 88
    Cited by:  Papers (1)
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    Freely Available from IEEE
  • For Your Bookshelf

    Publication Year: 1959 , Page(s): 88
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    Freely Available from IEEE
  • [Front cover]

    Publication Year: 1959 , Page(s): c2
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    Freely Available from IEEE

Aims & Scope

This Transactions ceased production in 1962. The current retitled publication is IEEE Transactions on Engineering Management.

Full Aims & Scope