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.

This thesis is derived from a work project, the consideration of approaches to the development of Human Resource Management competency standards for the Australian Public Service. The thesis is a vehicle for examining and exploring a complex Human Resource Development strategy, through dealing with the details of the project. This project was undertaken from 16 January to 13 April 1995. The project occurred in a turbulent environment with limited resources. The decision whether or not to develop Human Resource Management competencies was an important step in the implementation of the National Training Reform Agenda by the Australian Public Service, being influenced by a number of changes in the national environment as well as having to accommodate a number of factors internal to the Australian Public Service. Factors included: the impact of changes to vocational education and training at the national level such as the introduction of the Australian Qualifications Framework; the impact of a devolved management structure; the differing needs of stakeholders; the need to accommodate industrial relations issues; and the impact of resource constraints (including time). The thesis explains the context and conduct of the project. It critically examines the development of action plans and progress made over the course of the project. It explains the process and content of project activities and provides comments on them. This allows insights into the development of Human Resource Development policy in the public sector. In particular it shows how the nature of the project changed from its anticipated focus on competency identification to its final focus on preparing advice to the Joint Australian Public Service Training Council. That advice recommended that separate Human Resource Management competency standards should not, after all, be identified. It concluded that they should be integrated with the core competency standards for the Australian Public Service. The thesis reflects on key aspects of the project including its subject matter, processes, and outcomes. Some of these concern the impact of the systemic, conceptual and structural changes in the National Training Reform Agenda on strategic Human Resource Development. In addition the thesis reflects on the many roles of the project officer in strategic Human Resource Development activities, suggesting that the project officer should act as a consultant rather than servant. To illustrate this point the thesis describes how the project officer was able to facilitate processes during this project that resulted in management accepting outcomes that differed from their expectations but better met their needs. The work of Lippitt and Lippitt (1986) is found to be helpful in identifying the project officer's roles. Finally the thesis considers the outcomes of the project in the light of the publication of the Karpin report (1995) and finds that the outcome is consistent with the thrust of that report.

The oil price in the global market hit new records in the recent years. Under the circumstance of opened market and fierce competition, the gas station industries toward lower profit due to high operation cost plus price war and intensive promotion. The station managers are responsible for operation management, market analysis, administrative, personnel as well as sale. Although the station scale is small, it is a business unit indeed. In the diversity of management and competition environment, the station managers shall possess not only the ability of certain expert or supervisory but also multiply requirement. Except personal technical skill, the station managers with the competency of human resource management are one of key successful factors. This research is trying to find out the human resource management is necessary for the station managers. Furthermore, this research would like to find out the interaction effects of management competency, human resource management and work motivation on operational performance.

In the book of ¡§The Practice of Management.¡¨ Peter Drucker (1989), one of the most famous masters of management field, noted that being the only dynamic element of the company, the quality and performance of managers determine the fate of the company. Indeed, as the world changes getting faster and faster, the role manger played is becoming more and more important. In order to advance the competency managers need, enterprises worldwide are putting more and more effort to develop all kinds of competency assessment models that they can use as the base to make decision about managerial competency activities. Limited by the skill or ability of assessor, the traditional general assessment was unable to make fare judgments and the effect is hard to see. On the other hand, because the Assessment Center often takes longer time and more money to implement, it also limits the number of people to be assessed. Therefore, by using the AHP method of Multi-Criteria Evaluation to construct a new managerial competency assessment model, the assessor would be able to obtain the information needed to assist the relative managerial competency activities with a more systematic ways and fewer steps than before. The study adopted Borda Function and AHP method conduct a further survey and analysis with the semi-conductor industries. The findings are list as bellows: 1. Constructing the managerial competency assessment weighting system, is consisted of 8 main indicators and 39 sub-indicators, which shows a correct direction to conduct activities 2. Meaning on the scale of weighting indicators, indicates the relative degree of importance between indicators, which can show the key points to accelerate the effects of relative activities. 3. The AHP Management Competency Assessment Model is developed from the mathematics which can reflect the impact on decision making, caused by fuzzy situations and which can provide valuable information about the assessment management of management competency. 4. An empirical study was conducted to examine this model. The target of this empirical study is one electronics company. Top executives of the company heavily recognize this analytical result of the main evaluative indicator and sub-indicator. They consider this research¡¦s model having highly explanative capacity and can be reference of future managerial related activities. Keyword: Management Competency, Fuzzy Theory, Fuzzy Analytic Hierarchy Process (FAHP).

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 This feasibility study is about setting up an assessment center in Chunghwa Telecom. The program is at the preliminary stage and thirty one assessors have been trained. The researcher asked those assessors to rank the importance of the forty core competencies identified for the target positions (section chiefs and center directors). Each assessor made the ranking twice: in theory (i.e., the ideal situation) and in practice. The template-matching technique was used to study the core competence fit between these two. The major empirical findings of the study are as follows: 1. There exists a general fit between the competencies for the ideal state and the practical state. 2. There are a few significant differences between the rankings for the two states. In nowadays, lower requirements for planning ability, judgment, training subordinates, and financial analysis, but higher requirements for persuasion, written ability, and body language. 3. There are age differences for the degree of fitness. 4. Those who have been certified as assessors have a stronger confidence in the assessment center.

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.

Since global economy is getting worse for two years, the banking industry is much worse than any other industry especially. Human capital becomes the strength of companies for surviving. In addition, it is a challenge for companies to train and retain the talents depending upon limited resources and fund. However, it is a critical issue to evaluate whether training programs work and raise the organization performance. Therefore, we are going to discuss if the performance of supervisor is improved after the supervisors took the training programs of management competency. This research method is based on questionnaires. According to the result, trainees satisfied with the settlement of courses. Moreover, direct managers are satisfied with the improvement of performance of those supervisors who took the training courses. Within the dimensions, we found that the performance of communication improved the most. Supervisors play an intermediate role to facilitate the performance of corporations. The improvement of communication can help the performance of supervisors. Additionally, the ability of communication is an important trait for supervisors to get promoted. The research result follows the research hypothesis. The results show that the satisfaction of training course settlement has obvious positive influence on effectiveness of management competency. The Gamma is .33(P<.05). The results show that it is effective for companies raise management abilities of employees by spending time and money in training programs.

This thesis comprises three studies that empirically evaluate the perceptions of sports managers and academics of the importance of competencies for sports managers in Taiwan. First, a systematic review technique is conducted to review the literature on competency-based studies in sports management and this is followed by three empirical studies. Study I is designed to develop an appropriate research instrument for the evaluation of the perceptions of the importance of competencies to the successful conducting of a sports manager's job in Taiwan. Study II analyzes the underlying features in these competencies and provides a comparison of the perceptions of the two populations. Study III identifies and evaluates the process of curriculum construction in three leading academic institutions and its relationship to competency-based education. The thesis concludes that although there are many globaUshared phenomena in the development of sports management, the perceptions of important competencies of sports managers may vary in different local contexts and thus locally based analysis is necessary to identify culturally specific features.