The purpose of this research is to construct the competency of engine manufacturing engineer of Aero engine industry. Base on the result, it is expected to provide the principles for the Aero engine industry for personnel recruitment, education and training, and effectively enhance the working effciency. At first, this research figures out the research items of related competency analysis base on the different literatures. And then through deep discussion with senior engineers, management staffs and experts, to determine the key purpose of engine manufacturing engineers of Aero engine industry, i.e. to execute feasibility evaluation, process design, engineering integration, tool design and problem solving, etc. From those key purposes, it developped 6 major functions, 24 minor functions and 94 function units. For further study of the function tree of those competency, this research also conduct the weighing questionaire from some experts, to evaluate the weighing value of different functions on the tree diagram, to decide the degree of different functions. Among the 6 major functions, the weight of process integration capability is the highest, engineering capability get the second one, both of these two capabilities occupied 59% of the total weight. Besides these two important capabilities, it is followed by general process capability, special process capability, common capability, and operating of CAD. As a result, process integration capability and engineering competency are the most important capabilities for engine manufacturing engineers. This result could be the reference for personnel cultivation of aviation industry and also to provide the indications for self-assessment and self-growth of engine manufacturing engineers. The ultimate purpose is to expect the promotion of engine manufacturing of national Aero engine industry.

¡@¡@This study is to propose the idea of professional innovator and professional innovation organization. The professional innovator is a corporate venture leader who has professional, entrepreneurship and networking competency, and corporate which deploy decentralized and independent organization will achieve the best outcome of a venture development. The purpose of this study is to provide disciplines for corporate to choose venture leaders. ¡@¡@The conclusions of the study are presented as follows: ¡@¡@It¡¦s extremely important for corporate to select and develop professional talents when corporate intends to invest in new venture as an approach to search for new market opportunities. New ventures and its leader should have its own management control, and not to be influenced by the mother corporate, which usually a major reason why new corporate ventures become short-lived and ill-developed. Corporate can manage a win-win solution for the new venture and its established business, as long as corporate can leverage networking and industrial resources to help new ventures. ¡@¡@The propositions generalized in the study are presented as follows Propositions: 1.¡@Professional competency is the characteristic of an effective corporate venture leader. 2.¡@The professional competency of the corporate venture leader influences the development of the venture. Proposition II: 1.¡@Entrepreneurship competency is the characteristic of an effective corporate venture leader. 2.¡@Leader plays a core role in a corporate venture. Proposition III: Networking relationship influences the development of a corporate venture. ¡@¡@The management implication of the study presented as follows: 1.¡@Developing talents is the threshold of a corporate venture development. 2.¡@Corporate venture is similar to entrepreneurial investment. 3.¡@Corporate ventures apply professional organization mechanism. 4.¡@The corporate eternity relies on the revival of entrepreneurship. 5.¡@Developing professional innovator is important for corporate. 6.¡@Find the talents who might leave the organization. 7.¡@Professionalism is the foundation of corporate innovation. 8.¡@Leadership development should coordinate with the organization culture and environment.

Management development is a long term project set for the employees who are managers or have great potential to be managers in an organization. The purpose of it is to improve employee¡¦s ability and organization¡¦s performance. Taking the functional approach on which the competency model method was based, this study utilized job analysis, structured interview, and survey to explore the needs of management development for a steel company. Manager¡¦s major managerial activities were investigated first followed by identifying the abilities needed to accomplish each of the activities. Accordingly, this study proposed the required training in conjunction with the promotion path. The results indicated that the crucial management competencies needed to be developed for the (1) top level managers was planning, (2) middle level managers were analysis and planning, and (3) operational level managers were oral communication, coordination, planning, leadership, control, and analysis. The findings of this study not only provide an empirical basis on which promotion decisions could be made in identifying whether the candidates possess the required management competencies, but also provide a practical guideline for the organization¡¦s training needs of management development.

To enhance the managerial competencies of an enterprise has become one of the most important factors to advance its competitive capacity in addition to the prices and quality of products. For an enterprise, the executives¡¦ managerial competencies are essential to its continuous development. There are two intentions of this research. First, to acquire the factors that will effect the managerial competencies of the executives and the required managerial competencies of an individual or organization. Second, to investigate the appropriate managerial competencies training needs according to the personal characters in order to shorten the training period and reduce the training cost in response to the competition of this electrical age. Through the researches of documents, cases, assessments of managerial abilities and questionnaires, I found that the assessment could illustrate the differences of executives¡¦ managerial competencies. An enterprise needs to train its personnel according to individual preferences and the firm¡¦s weakness to avoid wasting training resources. As to the training needs of executives¡¦ managerial competencies, the best methodology is to strengthen the weaknesses and adopt the training methods as ¡§Case Studies¡¨, ¡§Simulation and Practice of role-play¡¨, and ¡§Group Discussion¡¨. Regarding the abilities of administration, communication, supervisory, and cognition, the training would be better with ¡§Lessons-Giving Pedagogy¡¨. Besides, it is necessary to adopt appropriate methodology according to the training of a certain managerial competencies. ¡§Intranet Learning Methodology¡¨ is a trend of current times. It is revealed in the research that the younger executives usually more acknowledge its training effects. The best training methodology could not satisfy everyone. According to the analysis of training requirements, the effect of several well-evaluated training methods actually varies according to several personal characteristics such as their expertise, positions, seniority, education, or ages. The best training efficiency should be based on the consideration of these individual features when designing the training. ¡§The most important administrative policy is to use the right person for the right position.¡¨ This research possesses practical values on the education of enterprises¡¦ executives and the innovation of training modes. Its extensive application will be helpful to develop the executives¡¦ managerial competencies of the enterprises.

There are more and more foreign investments getting into Mainland China. China has a very big market with 12 billion people. The economics grows very fast in China, and it gathers so much fortune. Many corporations in Taiwan are also stretching their business development into Mainland China because those business people do believe they have advantages than other foreign investments such as the similar identification of language, culture, and working values. However, those corporations do not hire many local employees as middle or higher-level managers while they are really doing business in China. Actually, they found that employees do have different working values and thoughts which make corporations have to adapt their human resource policies. This study tries to identify if the local employees in China have good management competency, which is qualified to be the middle-level managers. This study is also trying to find out what kind of training programs are capable to help managers get different management competencies. The results of the study indicate that¡G 1. Leading skills and professional working skills are the most important management competency for the local middle-level managers in China. 2. The personal characteristics will influence Taiwanese managers to identify management competency of local middle-level managers in China, such as the level of education, serving department, position-level and industry-type. 3. Training methods for each management competency are listed in the context. The results are practical and hopefully are useful for corporations to refer to. This study has identified the important management competency of local middle-level mangers in China. However, the samples of this study did not cover various types of industries and gather from every political district in China. The following research is recommended to have more samples from different industries and get more samples from different political districts in China in order to deeply analyze the management competency of local employees in China.

¡@¡@More and more organisations are increasing the demand of Information Technology (IT) project owing to the rapid technological development in nowadays business environment. With the high growth of IT project, it can cause heavy work-overload for IT Managers, which often resulted in reduction of work productivity. In reality, a considerable number of tasks in organisation are operating by projects. These require more project managers to control. Unfortunately, industry analysis reveals that qualified IT project managers have not increased relatively. Many managers have experience in participation or leading in project management, which portrays those managers have reached a certain extent of competences of project management. It is possible that organisations can select qualified IT managers from those non-IT background managers. ¡@¡@The study will use the theory of focus groups by interviewing some managers, who have the experience in IT project management, to identify the essential competences requirements of a non-IT project manager as being an IT project leader. Meanwhile, analyze the top three competences for IT project managers that usually mentioned by scholars so as to understand the critical impact asnd relationship for the non-IT project managers as leading IT project. ¡@¡@The final conclusion and contribution of this study are as follows: 1. A non-IT project manager should have the "30 competences" in leading the IT related environment. 2. "Communication, planning and control," not only are the basic competences, but also "the most important competences". If the non-IT project manager is lacking these three competences, he is not qualified to be an IT project manager. 3. Compare to an IT project manager, a non-IT project manager is lacking the knowledge and skills within the IT environment. One of the most important aspects is tool capacity, followed by the "IT based knowledge" 4. A non-IT project manager needs a strong ¡§communication skills" to help him strengthen the "planning capacity" and to overcome the inadequate "control capabilities".

In the book of ¡§The Practice of Management¡¨, Peter Drucker(1989) mentioned, that the quality and performance of managers determine the fate of the company. Indeed, the faster the world changes, the more significant the role managers play is.) Especially, the middle/ high level managers, who highly involve and participate in the organization, play the pivotal roles. The case company has been growing up during recent years, and the demand for the middle/high level managers is very great. So, whether the managers have the appropriate management ability will be the focus of training programs. As a result, the study constructed the management competency model for the case company via Analytic Network Process (ANP). Besides, this model provided the clear criterions that could help the case company to select and train the middle/high level managers. The findings are listed as bellows¡G 1. Confirming key management competence items for the middle/high level managers, and built up an analysis framework. Therefore, the case company would figure out important key items to improve the efficiency of selection and work performance. 2. Deciding the criterion and authority for each management competency index with Analytic Network Process. The result considered depending relationship between indices correspond with practice, clearly numerical data also help to reduce uncertain in decision process. 3. The study constructed the management competency index, and according to the result of the test, this model could correctly identify the middle/high level managers with brilliant performance.

Thesis (M.P.A.)--Kutztown University of Pennsylvania, 2002. / Source: Masters Abstracts International, Volume: 45-06, page: 2773. Typescript. Abstract precedes thesis as preliminary leaves [1-2]. Includes bibliographical references (leaves 97-99).

Thesis (Ed. D.)--University of Missouri-Columbia, 2003. / Typescript. Vita. Includes bibliographical references (leaves 202-211). Also available on the Internet.

Thesis (Ed. D.)--West Virginia University, 2001. / Title from document title page. Document formatted into pages; contains vi, 126 p. Includes abstract. Includes bibliographical references (p. 100-117).