Customer satisfaction surveys are found everywhere, ranging from a simple on-line reservation service up to highly sophisticated procurement projects, which demonstrates the business entities nowadays position customer service in a decisive role to the operation. On the other hand, training is a popular approach to achieve consistent service quality and advanced customer satisfaction. This case study examines from practical aspects the training effectiveness of a four-year customer service program by analyzing the development of the case company¡¦s annual customer satisfaction rating.

The shielding effectiveness (SE) of the novel multiwall carbon nanotube (MWCNT) plastic composites is studied for the purpose of the electromagnetic interference (EMI) protection and the electromagnetic susceptibility (EMS) improvement in the application of the optical transmitter and receiver modules. The experimental results showed that the liquid crystal polymer (LCP) based MWCNT composites can exhibit a high SE of 38 dB ~ 45 dB within the frequency range of 1 GHz ~ 3 GHz. The shielding capability was demonstrated by examining the electromagnetic susceptibility performance of the optical transmitter and receiver modules, which were packaged by the MWCNT-LCP composites. The EMS performance was evaluated by eye diagram and bit-error-rate test in a 2.5 Gbps lightwave transmission system. The results showed that the MWCNT-LCP composite packaged modules with more weight percentage of the MWCNTs can exhibit a higher SE, and hence showed effective EMS performance, a better mask margin, and a lower power penalty. A novel polyimide (PI) plastic consisting of finely ionic liquid (IL) dispersed MWCNTs was also demonstrated to have high SE under a lower MWCNT loading. The experimental results showed that the IL dispersed MWCNT-PI composite can exhibit a high SE of 40 dB ~ 46 dB within the frequency range of 1 GHz ~ 3 GHz. By comparison, the composite fabricated by non-dispersed process required a higher loading of MWCNTs than the dispersed one. To understand the detailed intermolecular forces among MWCNTs, the dispersion mechanism of the MWCNTs is studied qualitatively. The aggregation of MWCNTs is from van der Waals forces among MWCNTs, and it can be dispersed by using IL dispersant. This is due to the predominant cation-

The purpose of the study was to investiage the relationship among the organizational innovation¡Morganizational inertia and organizational effectiveness in elementary schools of Pingtung County¡MTaiwan. Survey research was adopted in this study. A quertionnaire concerning the issues of the three organizational variables was designed to assess teachers¡Mknowledges and attitudes concerning these issues . 509 elementary school teachers of Pingtung County¡MTaiwan were randomly selected as the sample of this study and responded to the questionnaire.The response rate was 84.5¢H. Teachers¡Aresponses were analyzed by both descriptive and inferential. Major findings of the study are as follows¡G 1¡BThe organizational innovation as seen by elementary teachers was above average in a 5-point measuring scale¡Mespecially in the area of¡§school activity innovation¡¨. 2¡BThe organizational inertia expressed by elementary teachers was below average ¡Qtheir sense of¡§procedure inertia¡¨was most susceptible. 3¡BThe degree of organizational effectiveness as perceived by elementary teachers was above average¡Mwith the perception of most favorable¡§school Climate¡¨. 4¡BSenior female elementary teachers with administrative roles in remote ¡Msmall and middle schools showed favorable attitudes toward schools¡Aorganizational innovation. 5¡BSenior elementary teachers with duties of student-advisers and teaching in big¡Murban schools perceived higher organizational inertia of schools. 6¡BSenior female teachers with education of graduation studies¡Mhaving administrative dutips¡Mand teaching in rural¡Mremote¡Msmall and middle schools¡Mpercewed higher school organizational effectiveness . 7¡BThe more positive the teachers, attitudes toward the school organizational innovation were¡Mthe lower their perception of organizational innovationwould be. 8¡BThe higher the teachers, feelings about school organizational inertia were¡Mthe lower their feelings about their school organizational effectiveness would be. 9¡BTeachers, positive attitudes toward school organizational innovation resulted in their perception of better school organizational effectiveness. 10¡BSchools, administrative innovation seemed to affect schools, organizational effectiveness. 11¡BOrganizational innovation and organizational inertia were the significant variables to predict school organizational effectiveness.

This study attempted to investigate the current situations of teacher's knowledge inertia, organizational learning and school effectiveness in elementary schools and to analyze the differences among teacher's knowledge inertia, organization learning and school effectiveness in personal variables. Furthermore, it tried to explore the relationships among teacher's knowledge inertia, organization learning and school effectiveness. Finally, this study try to verify these factors for prediction. The adopted study methods are literature review,and questionnaire . The subjects includ 558 teachers from public schools . The collected data are analyzed by descriptive statistic, t-test, one-way ANOVA, pearson product-moment correlation, and multiple stepwise regression analysis. According to the result of the data analysis, the main findings were as follows: 1.The teachers of elementary schools in Kaohsiung city perceive poor degree on teacher's knowledge inertia. Among the sectional scores, ¡§experience inertia¡§ is the highest. 2.The teachers of elementary schools in Kaohsiung city perceive a middle level on school¡¦s organizationa learning. Among the sectional scores, ¡§team learning ¡§ is the highest. 3.The teachers of elementary schools in Kaohsiung city perceive a middle level on school effectiveness . Among the sectional scores, ¡§teacher's teaching quality ¡§ is the highest. 4.The teachers who worked at middle-size school with an education degree of normal junior college or normal school perceive a better performance of teacher's knowledge inertia. 5.The teachers who were male, elderly,and senior can sensed school¡¦s organization learning better. 6.The teachers who were male, elderly, senior, with high educational degrees and part -time administrators can sense school effectivenss better. 7.There was weak correlation between teacher's knowledge inertia and organization learning. 8.There was weak correlation between teacher's knowledge inertia and school effectivenss. 9.The more positive function school's organization learning in school developed, the better performance of school effectiveness promoted. 10.The performance of teacher's knowledge inertia and school¡¦s organization learning can predicted the performance of school effectiveness ,especially the aspect of ¡§Knowledge Transmitting & Applying¡¨. Finally, based on those findings, the study suggested some implications for administrative authorities, elementary school principals, teachers, and further studies as well Keywords¡G knowledge inertia¡Borganization learning¡Bschool effectiveness

As is known to all, Yageo plays a decisive role in passive component industry in the world. In 1991, Yageo¡¦s capital was only estimated NT$ 400 million. A series of acquisitions of not more than 10 years, Yageo¡¦s capital has reached NT$ 14 billion. It grows more than 30 times. Thereinto, the most famous and controversial issue was Yageo¡¦s ??650 million (Around NT$ 18.8 billion) acquisition of the passive component division of Philips in 2000. At that time, Walsin Technology quoted 8 billion. Why were the value evaluations of acquiring the passive component division of Philips on the 2 leading companies of passive components diametrically opposed? This study aims at exploring the effectiveness of this acquisition case at high price. In the early stages of Taiwan's passive component industry, Taiwan fell behind Japan, Europe and America in technology. In order to catch up with advanced foreign technology expeditiously, expand the market share, and become a global leading company from local Taiwan, acquisition and strategy alliance are very common method strategically. Nevertheless, through many literatures, we find that actually successful examples of acquisition are not many. Specially, Yageo¡¦s acquisition of the passive component division of Philips is that big beats small. Furthermore, transnational acquisition involves with different business philosophy, management system and corporate culture. Success of acquisition becomes more difficult. In terms of corporate managers, the most important responsibilities are to lead the company's growth, enhance shareholder value, bring prosperity to the community and provide more opportunities for employment and entrepreneurship. This case was studied from pre-acquisition in 1997 to post-acquisition in 2004 on each indicator for analysis and comparison to explore the gains and losses of whole acquisition. When enterprises are in the process of development, acquisition is absolutely one of the strategy options. However, how does acquisition strategy create the maximum value? The wisdom and decision of enterprisers will be strictly tested by market and investor. We hope it can provide usefulness for enterprisers in Taiwan to execute transnational acquisition by exploring this acquisition case.

<p>- Summary -</p><p>- Is it possible to find an ideal leader that would be perceived as effective in four different countries? -</p><p>- What characteristics would this ideal leader have if taking the cultures and the countries’ different perspectives of effective leadership into consideration? -</p><p>The purpose with this thesis is to find an ideal leader that would be perceived as effective in four countries; Sweden, Great Britain, France and Germany. Due to the globalization of today it is not enough to be perceived as effective in one company or by one nation. An effective manager must have skills that are perceived as effective by many different people, despite cultural differences.</p><p>In order to find characteristics for this ideal leader our focus have been on finding similarities within the four countries and to determine what effectiveness means in each country. A questionnaire containing 41 questions about leadership effectiveness was formed and sent out to approximately 200-300 employees within the private sector in each country, whereas they needed to answer the questions with their current manager in mind. The result of this was 58 respondents from Sweden, 35 from Great Britain, 53 from France and 77 from Germany. To be able to develop this questionnaire and include as many aspects of leadership effectiveness as possible, three theories about leadership effectiveness were used as a ground base. A fourth theory represents cultural dimensions and thereby characteristics of the four countries, together with a general description of the stereotypical characteristic in each country. When the answers from the questionnaire were compiled, the theory and the descriptions concerning the cultural aspects were used as a comparison to the answers in order to get as legitimate facts as possible about the characteristics from each country.</p><p>The analysis mainly focus on correlations between certain questions, as this provide us with a better understanding of what aspects are important in relation to whether the manager is perceived as effective or not. The last question in the questionnaire, Q 41 if the manager is perceived as effective by others in the organization, has been seen as the most important question in relation to our topic and therefore it has been correlated with the rest of the questions (except for one question). The questions have been placed in different categories depending on what aspects they concern, and also in relation to what similarities the questions have, and this resulted in 13 indicators. Another group was added, which contained of three questions that did not fit anywhere in the 13 indicators. These indicators includes, among other things, charisma, structuring, communication skills, participation etc. In order to understand what aspects that were important in each country, correlations between Q 41 and the indicators where made and thereby a clearer picture appeared to us, about what characteristics the ideal leader should have.</p><p>After analyzing back and forth, three aspects/indicators were concluded to be the most important for a leader to be perceived as effective in all the four countries. These aspects concern the human aspect as well as concern for task, and an ability to lead the followers in a way that make them perform their best. The final characteristics that our ideal leader must have, among others, is to lead by setting an example, be optimistic, create team spirit and communicate information in an understandable way. We believe this information and the results from this thesis will provide us with useful and valuable knowledge in our future working life. However, the journey has been though and we have met several set-backs on the route. The hardest thing has been to get in contact with companies in the different countries and even harder to get the employees to answer our questionnaire. Still, we consider that the amount of respondents from each country have been enough to regard our results as valid.</p><p>- An ideal leader must, in order to be perceived as effective in the four different countries, be charismatic, have good communications skills, and put emphasis on team building among her or his employees. -</p>

Thesis (Ph. D.)--Virginia Polytechnic Institute and State University, 1991. / Vita. Abstract. Includes bibliographical references (leaves 223-231). Also available via the Internet.

Thesis (Ph. D.)--University of Chicago, Dept. of Political Science, June 2001. / Includes bibliographical references. Also available on the Internet.

Thesis (M.S. in Operations Research)--Naval Postgraduate School, September 1990. / Thesis Advisor(s): McMasters, Alan W. ; Henderson, David R. "September 1990." Description based on title screen as viewed on December 21, 2009. DTIC Descriptor(s): Naval Procurement, Mathematical Models, Parameters, Navy, Theses, Costs, Precision, Procurement, Inventory, Value, Supplies, Naval Logistics, Models, Contracts, Decision Making. DTIC Identifier(s): Navy Inventory Control Points, Navy Procurement Contract Termination Model, Forecasts. Author(s) subject terms: Procurement, Contract, Termination. Includes bibliographical references (p. 57-58). Also available in print.

Thesis (Ph. D.)--Open University. BLDSC no. DXN083969.