No description available.

No description available.

No description available.

Familjeföretag står inför nya utmaningar i en föränderlig värld, vilket ökar kompetensbehovet inom  styrelsen. Tidigare forskning visar att tillsättandet av externa ledamöter kan tillgodose detta behov, men det råder oklarhet kring vilka specifika kompetenser som prioriteras. Studien syftar till att undersöka hur familjeföretag värderar och rekryterar externa styrelseledamöter, med fokus på professionella och personliga egenskaper. Studien utgår främst från resursberoendeteorin och baseras på sex kvalitativa intervjuer med ägare i familjeföretag samt experter inom området. Resultatet indikerar att familjeföretagen värdesätter integritet, engagemang och mjuka värden, vilket bidrar till att nya perspektiv tas upp i styrelserummet. Därtill diskuteras vikten av tydliga kravspecifikationer samt valet av rekryteringsmetod. Studien fastslår att åldersmångfald, generell kompetens och erfarenhet i kombination med integritet och engagemang prioriteras, vilket betonar vikten av ett tydligt samspel mellan de professionella och personliga egenskaperna. / Family businesses face new challenges in a dynamic environment, which increases the need for skills on the board. Previous research shows that the appointment of outside directors can meet this need, but it is unclear which specific competencies are prioritized. This study aims to investigate how family firms value and recruit outside directors, focusing on professional and personal characteristics. The study is mainly based on the Resource Dependency Theory and has involved six qualitative interviews with family business owners and experts in the field. The results indicate that family businesses value integrity, commitment and soft values, which contribute to new perspectives being brought into the boardroom. The importance of clear specifications and the choice of recruitment method are also discussed. The study states that age diversity, general competence and experience combined with integrity and commitment are prioritized, which emphasizes the importance of a clear interplay between the professional and personal characteristics.

This research looks at the need and enforceability of legal warranties that companies include in contracts and/or public displays/notices to limit the company’s liability exposure to third parties. It also discusses the liability incurred by a company and that of its directors in their personal capacities (if any) should the legal warranty implemented be found to be unenforceable. The liability that may be incurred by the company and/or its director/s is dependent on whether the legal warranty which it implemented is enforceable or not and therefore it is important to establish what would constitute an enforceable legal warranty. In order to determine what is likely to constitute an enforceable legal warranty the study looks back at what has previously been deemed to constitute an unenforceable legal warranty. This is done by analysing the common law principles of contract, being the freedom to contract and the sanctity of contract, and its development in accordance with our constitutional dispensation through case law precedents. The provisions of the Consumer Protection Act 68 of 2008 that apply to legal warranties are also analysed in order to determine the anticipated outcome of future case law where the Consumer Protection Act 68 of 2008 may be applicable to a dispute involving legal warranties. Once what constitutes an unenforceable legal warranty is established, the study will discuss the legal position of a third party, and that of the company, where a third party has suffered damages as a result of the company’s acts or omissions and the company is unable to raise a legal warranty as a defence against such liability, as the legal warranty is found to be unenforceable. Thereafter the study will discuss the measures available to the company where the company is found liable to the third party for the aforementioned damages and the company wishes to mitigate its losses in this regard. Such measures shall include director insurance as well as the recovery of such liability against a director, in the director’s personal capacity, where the company either does not have director insurance or is unable to enforce the director insurance due to the actions of a director. In order to determine the director’s accountability to the company in this regard an assessment is made of the duties imposed on a director in terms of the common law and Companies Act 71 of 2008 to establish whether such duties are wide enough to include a duty on the director to ensure legal warranties he/she plays a part in implementing are enforceable. / Mercantile Law / LL. M. (Corporate Law)

Scenic construction requires a strong understanding of a range of principles related to construction including: materials strength properties, mechanical components, electrical motor systems, fluid power systems, and finishing techniques. A manager of scenic construction, or a Technical Director (TD), is required to take artistic designs and ideas and create magical elements on stage that are safe for performers, installers, operators, and audiences. In order to create these onstage spectacles, a great deal of planning, engineering, and careful fabrication must take place. There are several ways for a Technical Director to gain the knowledge required to effectively work at any level of entertainment production. This mixed-methods research study asks: what are the ethical standards that guide how a TD’s work is completed? The thesis begins with a review of the job of the Technical Director in Live Entertainment and data from a survey conducted of professionals in scenic technology. Results from the survey were analyzed to provide both quantitative data, in the form of statistics, and qualitative response data. Additional discussion addresses a sample of the resources for structural design support available currently to the field, as well as challenges that some professionals confront in their typical practice. The thesis concludes a review of literature around engineering ethics and liability in engineering practice and recommendations for the incorporation of new ethical standards in live entertainment scenic production. / text

「獨立董事與獨立監察人制度」對我國而言，為一種因法規強制要求而產生的新現象。2002年2月時，在台灣證券交易所股份有限公司及財團法人中華民國證券櫃臺買賣中心等單位的努力下，正式引進「獨立董事與獨立監察人制度」，規定自2002年2月22日起新申請上市上櫃的公司，需設置獨立董事至少二人，及獨立監察人至少一人，期望以此制度革除積習已久的公司治理弊端。 本研究自選任獨立董事及監察人之事前與事後，從選任席次、素質差異、專業背景差異檢視聘僱事前公司是否有特殊考量，並進一步從盈餘管理的角度，檢視選任事後獨立董事與監察人之預期功能是否對企業整體發揮實際之效用。 實證結果支持本研究認為因監察人得以單獨行使職權，故獨立監察人實際選任席次超過最低法定門檻之比例確實較獨立董事實際選任席次超過最低法定門檻的比例高，且企業所選任的獨立董監素質，因企業之規模大小不同而有顯著差異，另外，亦發現企業確實會考量職能別的差異，進而聘僱不同專業背景之專家。最後，關於獨立董事與獨立監察人在監督管理當局從事盈餘管理行為時之作用部分，未獲得實證結果支持，推測原因，可能係因我國企業於設置獨立董事與監察人後，僅將其視為專業地位崇高的「名譽」董事與監察人，但並未賦予其監督的實際權力，因而造成獨立董事與監察人未能涉入企業核心，致使其無法發揮監督管理當局之預期功能所導致。 / The institution of independent directors and independent supervisors is a new phenomenon arisen from forced enactment made by Taiwan Stock Exchange Corporation and Gretai Securities Market on February 22, 2002. It claims all new listed corporations to employ at least 2 independent directors and 1 independent supervisor in order to enhance corporate governance in Taiwan. This thesis examines if enterprises have special considerations when employ independent directors and independent supervisors from the viewpoints of actual numbers, grade level and governance expertise. Furthermore, this thesis also examines the actual contributions of them to reduce the earnings management behaviors. Consistent with our hypothesis that due to the different way to oversee the management, this thesis finds that besides achieving the minimum standard threshold, it is more likely for an enterprise to employ much more independent supervisors than independent directors. Moreover, empirical results support that the bigger size of the company, the better independent directors and independent supervisors it will employ. Additionally, this study also finds that corporation will employ different kinds of experts owing to the different functions between independent directors and independent supervisors. Finally, as for reducing earnings management behaviors, this study can’t offer proper evidences. It may result from that enterprise views independent directors and independent supervisors as “reputable” experts, so they can’t have actual power to oversee managements. In other words, independent directors and independent supervisors can’t exercise the role well because of lacking actual power.

本研究旨在探討幼稚園園長持續專業發展與園長專業能力的關係。本研究方法為文獻分析法、問卷調查法及同步訪談。問卷調查樣本以台灣地區宜蘭縣、基隆市、台北縣、台北市、桃園縣之公私立幼稚園園長為研究對象，共592人，樣本回收297份，可用296份，可用率達50％。訪談對象為3位現職之公私立幼稚園園長。研究工具包含「幼稚園園長持續專業發展調查問卷」、「幼稚園園長專業能力調查問卷」「幼稚園園長持續專業發展之研究訪談大綱」。本研究統計方法為描述性統計、t考驗、單因子變異數分析、皮爾森積差相關分析、多元逐步迴歸分析及內容分析等方法進行分析討論。根據研究結果及分析後歸納之研究結論如下： 一、幼稚園園長持續專業發展，以「確認及分析持續專業發展需求」向度得分最高，而「監控及評估持續專業發展後之影響」向度得分最低 二、幼稚園園長專業能力的現況得分程度佳，並以「專業責任」能力表現最佳 三、園長背景變項中，年齡、園所性質對知覺園長持續專業發展的差異達顯著水準，但最高學歷、服務年資、園所區域未達顯著差異 四、園長背景變項中，年齡、服務年資、園所性質，對知覺園長專業能力的差異達顯著水準，最高學歷、園所區域未達顯著差異 五、幼稚園園長對持續專業發展得分程度高分組者，在園長專業能力的得分顯著優於中、低分組，中分組又顯著優於低分組 六、園長持續專業發展與園長專業能力間呈顯著正相關 七、園長持續專業發展對園長專業能力具有預測作用 最後，本研究依研究結果，提出以下建議： 壹、對教育行政機關的建議 一、依班級規模建立園長專任制度，走向專責專職 二、建立園長儲訓制度與持續專業發展評估輔導機制 三、與學術機構合作，暢通持續專業發展管道 貳、對幼稚園園長的建議 一、檢視自我專業能力之優劣勢，作為進修研習之參考依據 二、組成參與園長專業社群，以增進經驗交流、互動與成長 / The main purpose of this research is to study the relationship of kindergarten directors’ continuing professional development and professional competence. The research methods used was literature analysis, questionnaires investigation, and synchronal interviews. The research instrument was distributed to 592 kindergarten directors in Yilan Country, Keelung Country, Taipei City, Taipei Country and Taoyuan Country and 296 valid samples were used in this study. The data obtained was interpreted using descriptive statistics, t-test, one-way ANOVA, Scheffé posteriori comparison, Pearson’s product-moment correlation, Multiple Regression and content analysis. The conclusions drawn from the study were as follows: 1. Kindergarten directors’ continuing professional development “identifying and analyzing the need of continuing professional development” rank first and “monitoring and evaluating effect of continuing professional development” rank last. 2. All the kindergarten directors’ professional competence received a positive outcome and “professional responsibility” ranks the highest. 3. The kindergarten directors’ background demography age and kindergarten category of public or private incurred a significant difference with all the directors’ continuing professional development. 4. The kindergarten directors’ background demography age, years of service and kindergarten category of public or private incurred a significant difference with all the directors’ continuing professional development. 5. Kindergarten directors who got high score on the continuing professional development were gotten better score in the professional competence than low and middle ones, who got middle score on the continuing professional development were gotten better score in the professional competence than low ones. 6. The kindergarten directors’ continuing professional development is positively correlated with the professional competence. 7. The kindergarten directors’ continuing professional development could positively predict. In the last, based on the research results, the researcher propose some suggestions for “Educational Administrative Agencies” and “kindergarten directors”, hoping to benefit the of the school principal preparation systems in the future.

本研究旨在瞭解臺北市公立幼稚園園長人格特質與團隊領導能力之內涵與現況，探討其兩者之間的關係，進而探討臺北市公立幼稚園園長人格特質對團隊領導能力的影響。 本研究方法主要為訪談法以及問卷調查法，問卷調查樣本以臺北市公立幼稚園園長及教師為研究對象，共500位，樣本回收290份，回收率為58%，可用樣本為287份，可用率為57.4%。研究工具為「臺北市公立幼稚園園長團隊領導能力調查問卷」，主要包括兩大部分，首先是參考Saucier(1994)所編製的「Mini-Markers」(五大人格特質精簡量表)，經翻譯與題意修正後發展成適用於國內的「臺北市公立幼稚園園長人格特質量表」，第二，則是自編之「臺北市公立幼稚園園長團隊領導能力量表」。本研究所使用的統計方法包含描述性統計分析、單因子變異數分析(One-way ANOVA)、皮爾森積差相關(Pearson’s product -moment correlation)、逐步多元迴歸分析(Stepwise Multiple Regression)等方法進行分析。根據研究結果與分析後歸納之研究結論如下： 一、臺北市公立幼稚園園長人格特質與團隊領導能力的內涵及現況 (一)臺北市公立幼稚園園長人格特質包含活潑外向、友善隨和、負責認真、情緒穩定、經驗敞開等五大向度；其整體和分向度得分均為中上，其中以「友善隨和」得分最高，「經驗敞開」得分最低。 (二)臺北市公立幼稚園園長團隊領導能力包含核心領導能力、團隊塑造能力、人際智能與問題解決能力等三大向度；其整體和分向度得分均為中上，其中以「人際智能與問題解決能力」得分最高，「團隊塑造能力」得分最低。 二、不同背景變項在臺北市公立幼稚園園長人格特質與團隊領導能力之差異情形 (一)不同背景變項在臺北市公立幼稚園園長人格特質的得分方面：研究發現在最高學歷、園長年資及園所規模有顯著差異，年齡和服務年資沒有顯著差異。 (二)不同背景變項在臺北市公立幼稚園園長團隊領導能力的得分方面：研究發現在園所規模有顯著差異，而年齡、最高學歷、服務年資、園長年資等方面無顯著差異。 三、臺北市公立幼稚園園長人格特質與團隊領導能力之相關情形 臺北市公立幼稚園園長整體人格特質與整體團隊領導能力之間呈顯著高度正相關(r=.810，p＜.01)，人格特質各分向度與團隊領導能力各分向度之間皆呈顯著正相關。 四、臺北市公立幼稚園園長人格特質對團隊領導能力之預測情形 臺北市公立幼稚園園長人格特質之經驗敞開、負責認真、友善隨和、活潑外向等聯合四個向度對整體團隊領導能力、核心領導能力、團隊塑造能力有顯著的預測力，而經驗敞開、友善隨和及負責認真等聯合三個向度對人際智能與問題解決能力有顯著的預測力，其中團隊領導能力及其分向度皆以經驗敞開最具預測力。 最後，本研究根據研究發現，提出相關建議，俾供臺北市教育行政機關、臺北市公立幼稚園園長以及後續研究參考。 / The main purpose of this study was to investigate personality traits and team leadership competencies of directors for public kindergarten in Taipei City, and to explore the relationship between personality traits and team leadership competencies, and to discuss personality traits how to influence team leadership competencies. The survey method included interview and questionnaires investigation. Participants in this study were teachers and directors for public kindergarten in Taipei City, and the number of participants were 500, and 290 samples(58%) were retrieved, and 287 valid samples(57.4%) were used in this study. The measures included Mini –Markers that made by Saucier (1994) and team leadership competencies questionnaire that made by author. Data were analyzed by description statistics, one-way ANOVA, Pearson’s product -moment correlation and Stepwise Multiple Regression. Based on the statistics analysis of the questionnaire, this study finds reaches the following results: A.In the aspect of personality traits and team leadership competencies of directors for public kindergarten in Taipei City: 1.The personality traits include five parts: (1) Extraversion, (2) Agreeableness,(3) Conscientiousness,(4) Emotional stability,(5) Openness to Experience. The perception of directors and teachers were above average agreement of the five parts. For directors, the best dimension is “Agreeableness”, and the worst dimension is “Openness to Experience”. 2.The team leadership competencies include three parts: (1) Core Leadership,(2) Team Building,(3) Interpersonal Intelligence and Problem-Solving. The perception of directors and teachers were above average agreement of the three parts. For directors, the best dimension is “Interpersonal Intelligence and Problem-Solving”, and the worst dimension is “Team Building”. B.The influences of personality traits and team leadership competencies of directors for public kindergarten in Taipei City: 1.Personality Traits: highest educational degree, years of director service, and school size have significant influences on personality traits. But director’s age and years of service do not have any significant influences. 2.Team Leadership Competencies: school size has significant influences on team leadership competencies. But director’s age, highest educational degree, years of service, and years of director service do not have any significant influences. C.In the aspect of relationship between personality traits and team leadership competencies of directors for public kindergarten in Taipei City: 1.There is a significant and positive correlation between personality traits and team leadership competencies. 2.Personality traits (Extraversion, Agreeableness, Conscientiousness, Openness to Experience) do promote team leadership competencies, especially Openness to Experience.

自去年金融海嘯爆發，許多公司雖然經營績效不佳，其管理階層卻坐領高薪，經過媒體的大幅報導，使社會大眾開始關注企業肥貓與黃金降落傘之現象。針對上述不合理的現象，投資大眾期能藉由公司所揭露的訊息，瞭解其經營績效與經理人薪酬之間是否具有合理的關係，並進行必要之監督。此外，股東行動主義逐漸抬頭，投資大眾可利用企業所揭露之資訊判斷公司大小情事，其中包括是否存在著公司經營不善，董監事卻溢領高薪的情況。另一方面，坐領高薪之管理階層為避免引起眾怒，可能會減少資訊之數量及降低資訊之品質，以減低其領取不合理之酬勞而引發社會譁然之機率。因此，本研究之目的在於探討公司董監酬勞與資訊揭露透明度之關聯性，並藉由實證資料驗證我國企業是否存在著此種規避資訊揭露之現象。 本研究實證結果顯示，董監事為了確保其本身之利益，而維持高額之董監酬勞時，可能增加董監事與管理階層合謀之機會，而共同隱藏不利之訊息，降低其資訊揭露透明度。此外，董監酬勞占公司淨利之比例增加時，董監事個人利益與公司營運成敗的關係愈密切，而影響董監事之獨立性。換言之，董監酬勞占淨利比較高之公司較會隱藏對其不利之訊息，使得該公司資訊揭露透明度降低。再者，公司董監酬勞異常高於同業平均值時，會促使董監事隱藏與董監酬勞相關之資訊，減少其資訊揭露之數量與品質，而降低其資訊揭露透明度。 / Since the global financial tsunami broke out in 2008, many corporations have performed poorly, but their top management still receives high compensations. Through the reports in news media, people become more concerned with the unreasonable phenomenon of corporate “Fat Cat” and “Golden Parachute”. Investors are paying more attention to determine whether there is a reasonable relationship between corporate performance and directors’ compensations and to perform necessary monitoring. On the other hand, directors who receive high salaries may reduce the quantity and quality of information disclosed to avoid public scrutiny and criticism. Therefore, the purpose of this study is to investigate the relationship between directors’ compensations and corporate information transparency. The empirical results show that for the directors and supervisors to maintain their high compensation, they may collude with the management in hiding negative information and reducing corporate information transparency. In addition, when directors’ compensations were abnormally higher than the industry average, they had a tendency to hide the compensation information or reduce the quantity and quality of information disclosed. Consequently, these corporations had lower information transparency.