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dc.creator | Gilbert, J. S. | |
dc.date.accessioned | 2010-11-04T18:29:29Z | |
dc.date.available | 2010-11-04T18:29:29Z | |
dc.date.issued | 1986-06 | |
dc.identifier.other | ESL-IE-86-06-06 | |
dc.identifier.uri | https://hdl.handle.net/1969.1/92957 | |
dc.description.abstract | We have all struggled to convince management to pursue energy conservation alternatives using economic arguments such as internal rates of return, project payback, and net present value. Some have tried life cycle costing as a method of justification. But, there seems to be some other criteria by which management make their decision to adopt projects for implementation. What is it that makes a project go forward? How can you be more effective at the game? This paper develops a rationale for management behavior that deviates from the classical business school approach to the situation. Starting with the way many organizations work in practice, and people respond to new ideas, the problems we have in getting management approval for our projects is really not surprising. The paper then develops a general approach to working within your management structure to be sure that the right projects are suggested at the appropriate time. | en |
dc.language.iso | en_US | |
dc.publisher | Energy Systems Laboratory (http://esl.tamu.edu) | |
dc.subject | Energy Projects | en |
dc.subject | Economics | en |
dc.subject | Management Behavior | en |
dc.title | Why Energy Projects Do Not Get Approved | en |
dc.type | Presentation | en |
This item appears in the following Collection(s)
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IETC - Industrial Energy Technology Conference
Industrial Energy Technology Conference