The key point of the successful business unit is the human resource. It depends on man who starts from R&D, sales, to the process of service departments. Therefore, the level of the whole management team determines the consequences of the business, and that is why we pay more attention on core abilities. It is easy to be copied on techniques, products, or even service in the organization, but the one and the only asset that is irreplaceable is the employee. The outputs of the superior employees will benefit the organization and lead the unit to the most competitive situation. This research will realize the effect of the business competitive power and the results of the organization when the business unit conducts the competency pattern. By qualitative research, we could find out the relationship between the competency pattern and the results along with competitive power inside the business units and dig in the five cases which conducted the competency pattern for the business competitive power also with organization results by interviewing the management teams of these candidates, collecting the related dissertations, data in the meanwhile. We had the conclusions by this research, 1.Generally, our cases contained three frames of the competency pattern, including core , profession, and management. They all focused on the behaviors through physical description or observation, and based on these aspects to check the performance level. 2.There are some key points including the entire involved, supports from the high level management team and also helped by the external experts or consultants which affected building the competency pattern and pushed a new management system or the value change of the organization revolution process into practice. 3.The research found out that the competency pattern could promote or encourage the function when human resource strategy transformed to the physical human resource development activities. The competency pattern could not only integrate with human resource development activities and lead to the synergy, but make the results upgraded. It also clarified the human resource development strategy and practiced into the reality, upgraded the whole efficiency in the meanwhile. 4.We could tell from this research that all the competency patterns were all based on the perspective, strategy and the goal, and we also focused on the performance of the business predicted value behavior. It not only made it more delicate and effective of the circulation under the human resource function, but let the human resource development activities connected to the strategy and running results of the business unit much closely. 5.The researchers told us the need and motivation to build the competency pattern what was made for organization transformation could help reconstruct the whole human resource system and lead to the better source integration, efficiency, and flexibility. Meanwhile, due to the change of this environment or the demand of the organization development, we could integrate the original value system and core competition inside the business unit, also we could construct or plan the suitable human resource development strategy, go through with the business long term development at the same time, then develop, prolong and improve the core competition. Finally, we perform this advantage on upgrading the human resource quality. 6.In this research we could find the ability of our employee get developed and reached the expectation of the organization. It is just the consequences of conducting the competency pattern, and so, we could prove conducting the competency is positive to the whole business results.

The development because of information science and technology, and the transition of economic structure, economic development has already been changed into globalization economy from national economy entered a new era in 2000 so what position of finding enterprises and the future opportunity, namely become all managers to chase from the guide goal, the tactics are to help enterprises to find the direction of development and niche existing in the future, reach this tactics goal to need according with and organizing talents of the demand. This research purport lies in carrying out the balance scorecard and setting up strategy maps with the company, build and construct by four literary compositions surface index of the strategy maps, in order to reach the goal that enterprises manage, and inspect complete degree of the human capital of the company in view of the above, on the drop gap of the human capital, through the setting-up of the function model , find out the key competitiveness of the company, already training existing human capital , or by recruiting and finding talents who accords with company's key ability. After case study, find mainly: 1.The strategy must need the support and approval of the high-order executive, construct the surface in four phases of balance scorecard, can help the company with the financial affairs and not manage by financial indexes, and pass the expansion of the strategy maps, the administrator can understand the course that the strategy carry out by this, find out the of the question, but not only have the appearing of the last result. 2.The setting-up of human capital is to quite consume the time and energy, with the setting-up of the competency model, can first inspect existing staff's behavior index of finding out the so-called the outstanding one of work again , and can develop , train even find out the successors.

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.

The work deals with competencies, competency model and with developing a project for the creation and implementation in selected company.

This thesis explores shifting ideas of youth work, and the changing notions of professional competence that have shaped it since its emergence at the end of the last century. It begins by discussing Foucault's distinctive conception of power. This analysis is applied later in the thesis to youth work itself and to its forms of professional education and training. It is argued that modem professional practices illustrate the changing nature of disciplinary techniques in modem societies. These techniques are employed to discipline both professions themselves (by 'normalising' professional practices), and their client groups, and are also part of the contemporary problem of 'government'. Indeed, it is argued that models of professional education reflect the historically changing rationales on which British society has been organised and managed. The thesis identifies three phases of this: 'emergent welfarism', social government' or 'welfarism' and 'neo-liberalism. Drawing on a range of historical sources, a number of changing assumptions about young people in the context of youth work are identified, such as their characterisation as an inherently and naturally problematic social category. The 'discourse of adolescence' which draws on a range of knowledges about young people (from scientific to moral) is seen as providing a powerful justification for the expansion of youth work over the last hundred years or so. The youth worker's modem role in managing groups, offering counselling and acting as a 'broker' of social and moral knowledge is discussed. The progressive development of the professional education and training of youth workers since the 1930s is examined together with its curriculum content and the techniques and practices through which youth workers have been socialised into their occupational roles. After the initial tendency towards leadership training through apprenticeship, the professional model became organised on 'technical-rational' principles, with various 'techniques of the self' by which youth workers became disciplined into their professional identities (for example by 'surveillance' and 'confession'). Focus is given to the paradigmatic development and deployment of such techniques at the National College for the Training of Youth Leaders in the 1960s. The thesis concludes with an analysis of the intense criticism to which professional education and training in youth work has been subjected in the last decade, including the separation of theory and practice, unclear curricula, academic and professional elitism, and the marginalisation of learners' experience. The 'discourse of competency' is identified as being important in shaping current approaches to professional education and training in youth work. Finally, it is suggested that the emergent model of professional education is, ironically, characterised by an increasingly intense and invasive application of the techniques of disciplinary power identified earlier in the thesis. Competency practices we suggest facilitate the attempt to govern, professionals ahd professional practice. The thesis is broadly structured in four parts, and in the following way: Chapter 1 provides a broad introduction and context for the thesis. In Part One, Chapter 2 discusses Foucault's concept of power which informs the thesis. In Part Two, Chapter 3 discusses the managerial and disciplinary functions of the human service professions, providing a context for the subsequent analysis of youth work. Chapter 4 goes on to identify models of professional education in their political and social contexts and concludes with a discussion of the 'competency model'. In Part Three, Chapters 5 and 6 explore the distinctive contribution which youth work has made to the regulation and disciplining of young people. In these chapters links are made between broad political objectives and the evolving knowledge and practices of youth workers. In Part Four, Chapter 7 identifies the earliest attempts to identify and enhance competence through the training and education of youth workers. Chapter 8 explores youth work training in the 1960s and 1970s, identifying the essentially humanistic discourse which subsequently dominated youth work and the training of youth workers. In the context of political shifts beginning in the 1970s, Chapter 9 analyses the emergence of a 'discourse of competency' in youth work, and its challenge to the prevailing humanistic orthodoxy which characterised the professional education and training of youth workers. Finally, Chapter 11 draws general and particular conclusions to the thesis.

The thesis focuses on the implementation of the Business Competency Model in the retail chain, whose sole owner is the German parent company. In the theoretical part are - based on literature research - defined the basic concepts needed for further understanding of the thesis. The practical part first explains the cultural differences between Czechs and Germans, later the findings are used to design a competency model for the Czech Republic. The methods of semi structured interviews and pilot certification are used. In the chapters 5 and 6 are described the steps of the original German model, which is later adapted to conditions in the Czech Republic. Definitions of risk that may arise during the phases of the project and possible ways for their elimination are also considered. The thesis concludes with recommendations for the use of models in the future.

According to the survey of Multilevel Marketing (MLM) organizations report in the year 2009 conducted by Fair Trade Commission Executive Yuan, there were 4,442,000 people participated in the MLMs in Taiwan. Based on the data published by the Ministry of Interior, the population of Taiwan in the year of 2009 was 23,119,000; therefore, on average the participation rate in Multilevel Marketing Organizations in Taiwan is about 19.21%. Due to current economic uncertainty, Multilevel Marketing Organizations are especially attractive to people of all backgrounds. This is mainly because MLMs have low start-up costs, and require only basic entry level know-how to start. Although the participation rate of MLMs in Taiwan is 19.21%, the actual active number of IBOs (independent business owners) who run direct selling business is far less than the number shown on the statistics. This research is a qualitative study using the Behavioral Events Interview method to explore the managerial competency model of leaders in Multilevel Marketing organizations which further defines and includes managerial competencies clusters, managerial competencies, and managerial competencies indicators. There are six major managerial competencies clusters and sixteen sub-competencies included in this managerial competency model. The six managerial competencies clusters are ¡§Goal and Action cluster,¡¨ ¡§Cognitive cluster,¡¨ ¡§Organization Development cluster,¡¨ ¡§Leadership cluster,¡¨ ¡§Knowledge & Skill cluster,¡¨ and ¡§Personal Traits cluster.¡¨ As for the sub-competencies, they are ¡§Achievement,¡¨ ¡§Initiative,¡¨ ¡§Action,¡¨ ¡§Analytical Thinking,¡¨ ¡§Conceptual Thinking,¡¨ ¡§Information Seeking,¡¨ ¡§Organization Awareness,¡¨ ¡§Organization Development,¡¨ ¡§Developing Others,¡¨ ¡§Team and Cooperation,¡¨ ¡§Team Leadership,¡¨ ¡§Confidence,¡¨ ¡§Communication,¡¨ ¡§ Knowledge and Skill,¡¨ ¡§Dissemination of Knowledge,¡¨ and ¡§Personal Traits.¡¨ Among these, what distinguishes the managerial competency model of the leaders in MLMs from the general managerial competency model is the ¡§Organization Development cluster.¡¨ This cluster includes four competencies, which are ¡§Organization Awareness,¡¨ ¡§Organization Development,¡¨ ¡§Developing Others,¡¨ and ¡§Team and Cooperation.¡¨ In addition ¡§Action¡¨ and ¡§Dissemination of Knowledge¡¨ are also the core competencies/characteristics that leaders in MLMs possess. This managerial competencies model for leaders in Multilevel Marketing organizations can benefit three types of people. For IBOs who just join the MLMs, this model can be an educational reference for developing their managerial competencies. For leaders in MLMs, this model can be a checklist for their work performance. For people who are from the Multilevel Marketing organizations, this model can be a source for annual training programs or a reference for publications in MLM organizations.

According to the survey of Fair Trade Commission Executive Yuan, some people participate two or more than MLM organization. Excluding the number of participants, there were 4,570,000 people in the year of 2010 compared to 4,442,000 people in the year of 2008 which increased 128,000. Based on the data published by the Ministry of Interior, the population of Taiwan in the year of 2010 was 23,162,000; therefore, on average the participation rate in Multilevel Marketing Organizations in Taiwan is about 19.73% compared to the year of 2009 is about 19.21% which increased 0.52%. Then, MLM system has been many years, therefore, it to be considered that MLM system can provide service and selling successfully and effectively to consumers, and it helps salesmen or distributors can get profit. This research questionnaire is based on¡uThe Study of Managerial Competencies of Leaders in Multilevel Marketing Organizations¡vand through statistics analysis to find out the new managerial competencies. After research result, there are six major managerial competencies aspects and fifteen items included this managerial competency model. The six managerial competencies aspects are ¡§Goal and Action aspect,¡¨ ¡§Cognitive aspects,¡¨ ¡§Organization Development aspect,¡¨ ¡§Leadership aspect,¡¨ ¡§Knowledge & Skill aspect,¡¨ and ¡§Personal Traits aspect.¡¨ As for the sub-competencies items, they are ¡§Action,¡¨ ¡§Goal Setting,¡¨ ¡§Conceptual Thinking,¡¨ ¡§Information Seeking,¡¨ ¡§Team and Cooperation,¡¨ ¡§Organization Development,¡¨ ¡§Organization Communication,¡¨ ¡§Organization Awareness,¡¨ ¡§Team Leadership,¡¨ ¡§ Knowledge and Skill,¡¨ ¡§Dissemination of Knowledge,¡¨ ¡§Industries Knowledge,¡¨ and ¡§Personal Traits.¡¨ Through the statistics analysis, it can find out what kinds of the managerial competencies that the leaders should have. And the leaders can lead team members who come from other industries.

This study is designed to investigate the development of managerial activities and competency of chief executive officers ( CEO ) or superintendents in major healthcare organizations. We used activity competency model ( ACM ) to perceive the importance of managerial activities, skills and knowledge required for them. A survey was designed based on ACM for data collection which includes twenty managerial activities and fourteen competency required to effectively perform these activities. Through personal interviews and questionnaire, the data were collected from ten CEO or superintendents for analysis. The results from this study implicate the setting organizational vision and mission, crisis management, positive ethical work and inspiring or supporting subordinates as the most important managerial activities; analysis and problem solving, leadership, communication and coordination and system thinking as the most important competency. These results can be served as guideline for recruiting and training the chief executive officers of healthcare organizations.

This study discusses an activity competency model (ACM) which was utilized to investigate the perceived importance of managerial activities and skills/knowledge required of three management levels of Multi-national Corporation (MNC) under cross culture working environment in Middle Eastern area country. The 177 samples of this study collected mainly on different level of mangers from seven oil; petrochemical manufacturing industries and six service industries such as financial companies; bank and trade companies. Many quantitative methods, including factor analysis, one-way ANOVA, t-test, data correlation were utilized to test the hypothesis of this research. The major findings of this study are summarized as following: (1) the importance of MNC managerial activities varies significantly for both different levels of management and different industries. (2) the most important managerial three skills; communication, persuasiveness and coordination skill; planning and organizing skill; leadership skill are all identical in each management level and industry type as well. (3) it is very diversity in terms of cross-relationship between managerial skill and activity. (4) it is more concern on diversity of culture for lower management level than for upper level due to frequent personal contact and communication. The results of this study have implications for MNC management development, training, and management career planning. They can also serve as a guideline for recruiting or dispatching the capable expatriate manager for international business enterprise.