Abstract There are over 60 companies, which have had the experience in TPM implementation, but only 12 companies have got TPM Award until 2000. We may pose this issue, since they have the same TPM system and similar implementing structure/procedure or even the identical consultant, they have obtained total different result, what on earth it is? I attribute this different result to the incitement of teamwork, as well as different management style which may leads to the different achievement of TPM. Herewith, we will review firstly the theoretic character of TPM, and then study the theory of leadership, teamwork and synergy. After that, we will work out the inference of successful mode for the implementation of TPM. According to theoretic inference, a questionnaire was made, which had been listed questions on the basic information of company, the management style of key leader and promoting team of TPM. Above all, TPM performance is also included. This report will review all theoretic inference, and compare to the statistical result of questionnaire, which makes me organize a practical as well as successful mode, i.e. proper leadership and appropriate teamwork leads to high performance of TPM activity. Key Word: Total Productive Management (TPM), MP (Maintenance Prevention) Information, Management Style, Team Work and Synergy.

Social network analysis is used to find all relationships from the group, dig out the prominent patterns, and observe how information flows between dyads. By social network analysis approaches, users can know how information flows through network ties, how people acquire information and resources, and how cleavages and coalitions operate. In this research, we develop a useful social network analysis system to facilitate teams¡¦ collaboration. The system can draw a social network in ego-centered or whole network layout, and provide information of social network attributes of all users. Both team leaders and general members can make use of it to understand relations and interaction patterns of their team. We also generalize social network attributes to analyze task-based teams at different team development stages for discovering the interaction patterns of different groups in groups¡¦ life cycles. Interaction patterns of members in the team and roles that users play have high influence on a virtual team¡¦s development. With these discoveries, team leaders can obtain concise information about their teams¡¦ performance, and community managers can capture stereotypes of virtual teams in the community. From these evaluation results, we confirm that social network analysis is a useful means to analyze the knowledge activities conducted by virtual teams.

Abstract Enterprises thought about how to conform employee¡¦s power then they make a team to enhance communication and cooperation. The input-process- output model of Mcgrath point out that team processes is inter-medium. It is mean that we want good team effectiveness needs to promote team processes first. Communication and cooperation are very important. What kinds of leadership have effective influence in team processes? Different task type has different conceptual task could moderate the relation of team leadership and team processes. So that we like to study about the influence in Transactional leadership, Transformational leadership, Paternalistic leadership and team processes. The study is according to 274 effective cases from 71 teams belong to companies in electronic, communicational, mental, mechanical, food, sales, medical and government. The results are present in below. 1. Transactional leadership has significantly effective prediction to team processes. Contingent reward leadership has significant effective prediction to cooperation and communication. Desertless leadership has no significantly effective prediction to cooperation, but has significantly negative effective prediction to communication. 2. Transformational leadership has significantly effective prediction to team processes. Relationship oriented leadership has significantly effective prediction to both team processes. Task oriented leadership has no significantly effective prediction to both team processes. 3. Paternalistic leadership has significantly effective prediction to team processes. Authoritarianism leadership has significantly negative effective prediction to both team processes. Benevolence leadership has significantly negative effective prediction to both team processes. 4. Three leaderships has significantly effective prediction to team processes. Relationship oriented leadership has the best significantly effective prediction to both team processes. Authoritarianism leadership has significantly negative effective prediction to communication. 5. Task type has significantly moderating influence to benevolence leadership and communication. In the lowest conceptual task ¡]promotion team¡^situation benevolence leadership has negative relation to communication. In the others task types benevolence leadership has positive relation to communication.

Due to the enlargement of the use of Internet, computers are no longer separated systems. On the contrary, the frequency of sharing between computers¡¦ computing abilities, devices, and resources is surprisingly high in the last few decades. This situation makes people have a more convenient network situation. However, dangers also come along. Ever since the event occurred in 1988, the first computer worm (Morris Worm) makes people be aware of this issue. The computer network world has becoming an environment contains many potential dangers. Whereas the computer security incidents are increasing dramatically, many countries have established some specific organizations to solve these problems. TWCERT/CC (Taiwan Computer Emergency Response Team/ Coordination Center) is one of these organizations. The utilities of TWCERT/CC are to help people be aware of computer network dangers, to make responses and coordinate the security incidents inside and outside Taiwan, and to supervise the security circumstances in Taiwan and to announce alerts or take proper actions when the situation is serious. Responding and coordinating those incidents in TWCERT/CC is one crucial everyday job which requires a very complicated procedure. However, without a systematic method to handle the security incidents would be a heavy load for a computer security incident response team. This research is to develop a systematic method and procedure to handle incident and a system can implement this procedure. The goal is to shorten the processing time of incidents and enhance the accuracy of handling incidents, and to analyze the data collected from the system to get useful information.

Despite the widely recognised importance of knowledge as a vital source of¡@competitive advantage, there is little understanding of how groups actually create and manage knowledge dynamically. Knowledge conversion is a continuous, self-transcending process through which one transcends the boundary of the old self into a new self by acquiring a new context, a new view of the world, and new knowledge. An organisation creates knowledge through the interactions between explicit knowledge and tacit knowledge. Through the conversion process, tacit and explicit knowledge expands in both quality and quantity. There are four modes of knowledge conversion. They are: (1) socialisation; (2) externalisation; (3) combination; and (4) internalisation. We try to use the conversion model to be our theorical base. And use grounded theory to be out research mehod. Through the real data, we come out some factors impacting the Information System Develop Team¡¦s knowledge conversion.

By the increasing using of global teams within organization, it is eagerly for us to understand how the ¡§team¡¨ form and work, and more importantly, ¡§what¡¨ makes it work. This research focus on the trust issue, which may be increased by proper managerial behaviors and HRM practices to increase knowledge innovation. The research was conducted using a qualitative approach; case details were collected from global teams involving at least two different nationalities. The research aims to investigate the influences of managerial behavior, HRM practices and trust on knowledge innovation in global teams. Findings reveal that different industries of global team tend to apply different knowledge innovation strategies. Moreover, HRM practices and managerial behaviours have significant and positive impacts on trust to raise knowledge innovation in global teams.

Due to the development of the broadband Internet access and advanced learning technology, online synchronous teaching with teachers and students located at many different countries becomes feasible nowadays. Online international teaching not only enhances the varieties of teaching environments but also arouses learners to generate multiple thoughts through interacting with foreign instructors and classmates without living their own countries. However, online international teaching is a more complex educational environment, the cross-cultural differences and the characteristic of computer-mediated communication result that a single instructor would not be possible to handle all the matters in an online synchronous classroom. In the past, international instructors employed teaching assistants to reduce problems of cultural differences. This idea can be applied to online international teaching, a group of instructors can form a teaching team which includes different nations¡¦ instructors, teaching assistants and technicians such that the problems caused by the cross-cultural communication and challenges of information technology can be reduced. Online international team teaching is a brand new teaching environment, there are few researches being done in this kind of teaching environment so far. Therefore, this study wants to explore the components and the important criteria for online international team teaching. The case we adopted for this study was an online international team teaching course called ¡§Business English and Communication¡¨ offered by the MIS department of NSYSU. This research used participant observation and in depth interview to get primary data, and then use the phenomenology to analyze the secondary data which extracted from course discussion boards. The research findings are three main components and 17 criteria in total for online international team teaching. The three main components are ¡§online international teaching¡¨, ¡§online collaboration by teaching team¡¨ and ¡§interacting instruments¡¨. ¡§Online international teaching¡¨ includes 6 criteria offering guidelines for international teaching. ¡§Online collaboration by teaching team¡¨ includes 5 criteria offering suggestions for international collaboration. And ¡§interacting instruments¡¨ includes 3 criteria related to the interacting instruments of online international team teaching course. The last 3 criteria are for the common intersection of the three main components. We also proposed suitable suggestions from three different aspects, teaching aspect, material/ system aspect and learning aspect for researchers to do further study and for instructors to better teach online international team teaching courses.

In the past, most studies of the multi-national team were focused on the differences of culture, or adopted the concept of Western theory to explain the organizational behavior of Chinese community. Research methods also are based on logical positivism, not showing the process of conflicting, bearing, and adjusting different cultures. In this study, there are several attempts, such as the standpoint of research and research method. In regard to standpoint of research, I adopt the perspective of Chinese to observe organization conflict and cultural differences within a multi-national team (CAT Problem); in regard to research method, I used Narrative Inquiry to explore and describe the progress and story of multi-national team and tried to analyze the Chinese members¡¦ silent response in the operational process of multi-national team, which can be interpreted as the following four meanings: (a) focusing on the harmonious relationship between the groups, and (b) showing the bearing, and (C) adhering to the formality, and(d) looking forward to equal payback. This study found that each member of the multi-national team has to understand and grasp his/ her deep cultural context which influences his/ her words and deeds. And then team members can base on understanding cultural differences in the interaction of the team to find out the consensus and the way of thinking of the multi-national team. In addition, this study also recommends the leader should assist the Chinese team member of multinational team to redefine the cognitive of the harmonious relationship. It will help Chinese team member to improve the performance in a multi-national team.

<p>Organizations are in today’s business society faced with an increasing number of crises. The knowledge about how to manage a crisis has become an important tool for competitive advantage. The question is no longer if or when an organization will experience a crisis, but rather in what form and how prepared it is when a crisis actually occurs.</p><p>The many networks of today’s business society make organizations even more vulnerable to the possibility of indirectly being affected by a crisis. This paper focuses on the banking industry as banks form an important part of many business networks. Furthermore, focus is put on the immediate form of a crisis and specifically robberies. The immediate crisis reflects the importance for an organization to be prepared as the immediate crisis by its nature gives little or no warning, following that it is more difficult to prevent these types of crises. The banking industry is often discussed in terms of stability and security whereas the crisis brings instability and uncertainty and challenges the organization’s structure.</p><p>The purpose of this thesis is to understand how and why crisis management concerning robberies is implemented within a bank organization. This paper looks into the current theories discussed in the literature and the field of crisis management, the authors have chosen a qualitative approach and have performed a number of interviews, both with internal and external parties.</p><p>Through the research performed the conclusion was drawn that the bank organization is very professional in their handling of crisis management concerning robberies. The bank has identified the importance of having a well prepared plan as a crisis situation such as robbery occur and the policies on crisis management concerning robberies has, for an extensive time period, continuously been processed and developed. The policies developed include all aspects of a crisis, both educational program in the Pre-crisis stage, aspects to consider and how to act when a robbery occurs, and also how the organization responds in the Post-crisis stage. The bank organization has in their approach chosen to a great extent to handle the work with crisis management internally. It was concluded that, since the bank organization has, during an extensive period of time, identified the risk of being robbed as a constantly relevant issue, the policies has been processed and developed repeatedly to cover all aspects of a crisis. The implementation of the policies is in the Pre-crisis and Crisis stage performed without any flexibility as they are explicit in their design and covers every aspect of a crisis. Contrary, the implementation in the Post-crisis stage has a more flexible approach as the Crisis group is working with people that experiences a situation of trauma. It is acknowledged that the bank organization is following the different stages of crisis in their policies, dividing the responsibility of the implementation of crisis management in each and every stage.</p>

A major challenge facing managers in current organizations is an increasingly diverse workforce (Jehn, Lindred, & Rupert, 2008). Diversity, “a characteristic of a social grouping that reflects the degree to which there are objective or subjective differences between people within the group” (Van Knippenberg & Schippers, 2007, p. 519), refers to an almost infinite number of dimensions of differences between group members, ranging from differences in age to nationality, from religious background to personality, from work skills to emotions (Van Knippenberg, De Dreu, & Homan, 2004). Until recently, the diversity field had been dominated by the main effects approach and thus mainly examined whether diversity has negative or positive effects on team outcomes. Typically, researchers draw on two seemingly contradictory theoretical perspectives to answer this question (see Williams & O'Reilly, 1998). The “value in diversity” perspective (Cox, Lobel, & Mcleod, 1991) proposes that diversity may improve team functioning due to an increased variety of knowledge, expertise, and opinions. An opposing, pessimistic perspective posits that diversity may result in social divisions and negative intra-group processes, which may detract from team functioning (Mannix & Neale, 2005). Despite the intuitive sense that both approaches make, two decades of research has resulted in highly inconsistent findings and corroborated the conclusion that the main effects approach is unable to account for the effects of diversity adequately (Bowers, Pharmer, & Salas, 2000). Consequently, researchers have recently begun to explore the question of whether, and how, the perspectives on the effects of diversity can be reconciled and integrated (Van Knippenberg et al., 2004). Prominent attempts to answer this question mainly rely on contingency models (e.g., Wegge, 2003), proposing that whether diversity results in negative or positive outcomes depends upon several moderators. The research agenda set by such models informs the major part of research efforts in the field. Indeed, the contingency approach has proved useful for the purpose of integrating past contradicting findings and advancing knowledge of the moderators and mediators underlying the effects of diversity. However, despite these notable theoretical developments, current research is still limited in its ability to capture the rich and wide-ranging influence of diversity in the workplace. This dissertation identifies two main sources for this weakness. First, the majority of diversity research regards diversity as an isolated phenomenon that occurs only on a single organizational level. Cross-level influences of diversity, however, are largely ignored. Second, despite the richness that the contingency approach has added to the study of diversity, it has not changed the fundamental goal guiding this field: examining the relationship between diversity and work outcomes. I shall argue that diversity research has so far overlooked other aspects of the influence of diversity and that it can benefit from turning into new and unexplored avenues. In particular, diversity research may benefit from examining team diversity in roles other than the independent variable, and especially explore the influence of diversity as a context (i.e., moderating) variable. Thus, in an attempt to overcome these two limitations, the overarching aim of this dissertation is to extend previous work by reassessing the role of diversity. In particular, this dissertation illustrates the empirical and theoretical usefulness of conceptualizing diversity as a cross-level moderator and explores the ways in which team diversity sets the context and influences work phenomena across organizational levels. Study 1 explored the cross-level relationship between organizational tenure and employee performance in a prospective design. It was found that employee tenure, team leader tenure, and team tenure diversity exert positive effects on employee performance. Additional finding, a three-way interaction between employee tenure, team tenure diversity, and team leader tenure on employee performance, suggests that the positive effect of employee tenure on performance is weaker when either team tenure diversity or team leader tenure or both are high. The hypotheses were tested using multi-level modeling and an objective measure of employee performance with a sample of 1767 employees and 256 leaders in intact working teams of a large financial services firm. The findings suggest that team diversity grants organizational tenure its meaning, thereby determining to what extent the benefits associated with organizational tenure will unfold. Study 2 further examined the empirical and theoretical usefulness of conceptualizing team diversity as a cross-level moderator. Particularly, the relationship between gender diversity in teams and individual-level health symptoms of men and women was examined in two consecutive years in 220 natural work teams (N 1st year = 4538; N 2nd year=5182). In an attempt to account for inconsistencies in the literature regarding the relationship between gender and health symptoms, I examined this relationship from a multilevel perspective. As expected, it was found that individual-level gender was not related to health symptoms but that team gender diversity determined this relationship. Specifically, while there were no individual-level differences between men and women in health symptoms, it was found that women report more health symptoms as the proportion of female employees in the team increased. In contrast, men’s self-reported health symptoms remained invariant with team gender diversity changes. These findings were found stable across two measurement points, over two years. Finally, Study 3 examined the role that subjective team diversity plays in facilitating affective linkages (i.e., the convergence of affect among team members over time) within teams. The results of Study A (170 employees in 33 Israeli teams) provide evidence that affective linkages among team members were moderated by perceived team diversity such that the linkages were stronger in teams with lower perceived diversity. Study B (304 employees in 61 German teams) replicated the findings of Study A and extended them by including an additional moderator, team identification. Using hierarchical linear modeling, it was found that team identification moderated the influence of perceived diversity on affective linkages. The most striking contribution that all three studies offer is a strong support for the usefulness of conceptualizing diversity as a cross-level moderator. Particularly, in Study 1 team tenure diversity determined whether and to what extent the positive effects of organizational tenure on individual performance might be realized. In Study 2, gender diversity determined the relationship between individual gender and health. Finally, in Study 3, perceived diversity influenced the strength of affective linkages in teams. The three studies are also consistent in illustrating the theoretical usefulness of conceptualizing team diversity as a context variable. To be exact, the current approach integrates the micro domain's focus on individuals with the macro domain's focus on groups. The result is a richer portrait of organizational life—one that acknowledges the influence of the team context on individuals' actions and perceptions. In sum, the findings demonstrate that viewing team diversity as a moderator broadens the focus of diversity research, illuminates new roles of team diversity, draws a richer and more complex portrait of other work phenomena, and opens new horizons for diversity research.