The management competency of a manager differs from his career position. Low-level managers demonstrate professional skill of job. The middle-level managers focus on interpersonal ability and the high-level managers concentrate on conceptual talent. Besides, the competency may vary in the degree of job difficulty, in the degree to which people at different ages and stages and in the degree of industrial environment, organization life cycle and so on. Hence, this research was designed to examine the relationship among management competency, industrial environment, competitive strategy, characteristics of organization, characteristics of individual and department performance. The results of the research indicate that: 1.The interaction effect between the complexity of environment and the learning ability of management competency on department¡¦s subjective performance is significant. 2.The interaction effect between the business differentiation strategy and the self-management ability of management competency on department¡¦s subjective performance is significant. 3.The interaction effect between the position and group leading ability of management competency on department¡¦s objective performance is significant. 4.The interaction effect between the position and administration ability of management competency on department¡¦s objective performance is significant. 5.The interaction effect between the organization life cycle and the self-management ability of management competency on department¡¦s subjective performance is significant. 6.The interaction effect between the difference of business and the empowerment-evaluation ability of management competency on department¡¦s objective performance is significant. 7.The interaction effect between business capital and the profession ability of management competency on department¡¦s subjective performance is significant. 8.The self-management and learning abilities are the main concerns of evaluating a manager candidate.

Abstract It is extremely common that business utility in Taiwan are now stretching their business development to Mainland China for investment. Meanwhile, with stronger and stronger organization size in Mainland China of Taiwan utility, it is also a trend to develop or recruit local employees to perform supervisors¡¦ roles. Consequently, though being in the same blood of nature, there should be some differences between Taiwan citizen and China citizen no matter in culture aspect or in value aspect. As a supervisor/manager to the company, is there any difference in management competency and department performance? Hence, this research was designed to examine the relationship among management competency, characteristics of individuals, department performance, on the basis of organizational commitment and job involvement. The results of the research indicate that: 1. The interaction effect between supervisors with different nationalities and the recognition of department performance is significant. 2. The interaction effect between supervisors with different nationalities and the recognition of management competency is significant. 3. The interaction effect between supervisors with different business divisions and the recognition of management competency is significant. 4. The interaction effect between management competency and department performance is significant. 5. The interaction effect between management competency and job involvement is significant. 6. The interaction effect between management competency and organizational commitment is significant. 7. The interaction effect between job involvement and department performance is significant. 8. With organizational commitment and job involvement as middle-acted variables, the interaction effect between management competency and department performance is significant.

Caused by the transition of global economic structure, competition between companies is changing toward knowledge management and innovation. Especially at the field of quick-change product, the superiority of technology is always the key factor of competition. Today, R&D department is important in any company. However, the efficiency of R&D not only depends on the ability of technology development but also management. Therefore, the managerial competency of R&D manager also attracts more and more attention. This study focus on the relationship between the management competency of R&D manager and department performance to find out what managerial competency can do to benefit the department performance. In addition, this study also tries to figure out the influence of education background on management competency of R&D manager. Through real case investigation, in this study two significant results are found: 1. The leadership domain, technical domain and conceptual domain of management competency of R&D manager have significantly positive influence on R&D outcome, staff competence, cost and budget control, financial benefits and control of schedule and quality of R&D department performance. The human domain has significantly positive influence on R&D outcome, staff competence and financial benefits. However, the administrative domain has no significant influence on all factors of R&D department performance. 2. The education background has significant difference on administrative domain of management competency. The administrative competency of a manager whose education background is not the science and engineering is better than whose education background is the science and engineering. On the other hand, The education background has no significant difference on leadership domain, technical domain, conceptual domain and human domain.

The research aimed to investigate the influence of diversification on inter-personal trust, and how the perceptions of inter-personal trust affects work group performance in South African organisations. Experiments were used to determine the effects of demographic differences on inter-personal trust and to stimulate the perceptions certain demographic groups have regarding inter-personal trust. Data was collected from a representative sample using both in-depth interviews in conjunction with a standardised questionnaire. Research findings indicated that demographics still influence inter-personal trust in South African organisations, even 17 years after the demise of apartheid. It was evident that especially for white individual‟s race and culture differences influenced their perception of inter-personal trust. The study also determine that inter-personal trust has a significant role to play on the performance of work groups in South African organisations, and that the level of diversity correlates with the level of inter-personal trust. An unexpected result from the study was the influence that age-diversification had on inter-personal trust perceptions. It is evident that there are still lots of work to be done in South Africa, and that race continues to play a role in the country. A lot of responsibility lies with the organisations themselves and there are a number of solutions that they have at their disposal. The result of these solutions could be beneficial for these organisations and the country as a whole.Copyright / Dissertation (MBA)--University of Pretoria, 2012. / Gordon Institute of Business Science (GIBS) / unrestricted

Today, computers and communications have changed the relationship among firms, the structure of some existing companies, the advancement of information technology (IT), and increased competition among enterprises. IT plays an important role in enterprise. IT Managers face global competition, and therefore, must be prepared to respond to abrupt changes. They need to ensure their capabilities and resources are sufficient to cope with the environmental challenges that arise. Therefore, this research will concentrate on investigating the relationships among empowerment, leadership style, personality of IT manager and IT department performance. The moderating effects of organizational culture and organizational structure on the relationship between IT manager characteristics and IT department performance are also considered in the study. The result shows four major findings. First, empowerment of IT manager has a significant positive effect on IT department performance. Second, the presence of a transformational leadership style of IT manager has positive effects on IT department performance. Third, IT managers classified as Internal LOC have significantly higher departmental performance than IT managers classified as External LOC. Finally, organizational culture and organizational structure were shown to have no moderating effect between empowerment of IT manager and IT department performance. The findings of this research can serve as a reference for organizations to improve selection of managers with potential for improving department performance.