本研究旨在探究國民中學教師所知覺的校長變革領導、教師組織承諾與學校創新經營效能之關係，根據研究結果提出建議，以做為教育行政機關、國民中學校長，以及未來相關研究之參考。 本研究以臺北市立國民中學之教師為對象，採問卷調查法，以「國民中學校長變革領導、教師組織承諾與學校創新經營效能問卷」進行抽樣調查，抽取541位教師為樣本，回收415份，回收率為76.7%，以描述統計、t考驗、單因子變異數分析、積差相關分析、多元逐步迴歸等統計方法加以分析。獲得以下結論： ㄧ、臺北市國民中學整體校長變革領導現況屬良好程度，各層面以「提升危機意識」最好，以「組織變革團隊」最後。 二、不同學歷及擔任職務背景變項之教師對於校長變革領導的知覺具有顯著差異；不同教師性別、教師年齡及教師服務年資等變項無顯著差異。 三、不同學校規模、學校歷史、校長年齡、校長在該校服務年資、擔任校長總年資及校長學歷等學校背景變項之教師對於校長變革領導的知覺具有顯著差異；不同校長性別變項無顯著差異。 四、臺北市國民中學整體教師組織承諾現況屬良好程度，各層面以「努力意願」最好，以「留職傾向」最後。 五、不同教師年齡、教師最高學歷、教師服務年資及教師擔任職務等背景變項教師對於教師組織承諾的知覺具有顯著差異；不同教師性別變項無顯著差異。 六、不同學校規模及校長最高學歷背景變項之教師對於教師組織承諾的知覺具有 顯著差異；不同學校歷史、校長性別、校長年齡、校長在該校服務年資、擔任校長總年資等背景變項無顯著差異。 七、臺北市國民中學整體學校創新經營效能現況屬良好程度，各層面以「學生活動創新效能」最好，以「課程教學創新效能」層面程度最後。 八、不同教師擔任職務背景變項之教師對於學校創新經營效能的知覺具有顯著差異；不同教師性別、教師年齡、教師最高學歷及教師服務年資等變項無顯著差異。 九、不同學校歷史及校長年齡背景變項之教師對於學校創新經營效能的知覺具有顯著差異；不同學校規模、校長性別、校長在該校服務年資、擔任校長總年資，以及校長最高學歷等背景變項無顯著差異。 十、校長變革領導與學校創新經營效能之間具有正相關；教師組織承諾與學校創新經營效能之間具有正相關。 十ㄧ、校長變革領導各層面以「形塑學校文化」及「營造變革環境」對學校創新經營效能具有預測力，總解釋變異量為42.3%。 十二、教師組織承諾「留職傾向」、「努力意願」及「組織認同」三層面對學校創新經營效能均具有預測力，總解釋變異量為36.2%。 十三、校長變革領導與教師組織承諾對學校創新經營效能之聯合預測，共有「形塑學校文化」、「努力意願」、「留職傾向」、「營造變革環境」及「組織認同」五個層面對整體學校創新經營效能具有預測力，總解釋變異量為50.1％。 最後，根據研究結果提出下列幾點建議： ㄧ、對教育行政機關的建議 (一)規劃變革領導相關課程及訓練，提昇新任校長變革領導能力。 (二)多挹注相關資源給小型及老舊學校，以強化學校競爭力。 (三)鼓勵資深且治校有方之校長至亟須大力整頓之小校或老校服務，以救亡圖存，提升學校創新經營效能。 二、對國中校長的建議 (ㄧ)洞悉學校發展需求，掌握時機節奏進行變革領導。 (二)拔擢人才充分溝通，將組織發展目標與個人發展目標相結合。 (三)鼓勵教師在職進修與時俱進，與學校之各項變革相契合。 (四)發揮教師社群力量，授權學歷高有意願教師帶動學校課程與教學創新。 (五)落實教學輔導照顧資淺教師，發揮老幹新枝經驗傳承的力量，並強化組織承諾與留職傾向。 (六)設立各項教師獎勵措施，激勵教師內外在成就動機，增強對學校向心力。 (七)積極爭取經費與各項資源，改善硬體設備，打造嶄新優質的學校環境。 (八)建構各項創新變革方案回饋循環模式，營造創意的學校文化。 / The main objective of this study is to investigate the relationship among principals’ change leadership, teachers’ organizational commitment, and school innovative management effectiveness which teachers perceive, and to propose suggestions based on the results, for the reference of educational administration authorities, junior high school principals, and relevant future studies. In this study, faculty of junior high schools in Taipei City is picked as subjects and questionnaire survey is adopted. The researcher formulates “junior high school principals’ change leadership, teachers’ organizational commitment, and school innovative management effectiveness questionnaire,” and randomly selects 541 teachers as samples. In a rate of 76.7%, 415 replies are returned and then analyzed in methods of descriptive statistics, t-test, one-way ANOVA, product-moment correlation analysis and stepwise multiple regression. The following conclusions are obtained: 1. The present situation of principals’ change leadership is up to fine level. Among all the aspects, “raising the sense of danger” ranks to the top, while “organizing teams for change” ranks otherwise. 2. Teachers bearing different education backgrounds and duties perceive principals’ change leadership significantly differently; while teachers of other variables such as gender, age, and service seniority show no significant difference. 3. Teachers of different demographic variables such as school size and history; principals’ age, local seniority, total seniority, and education background perceive principals’ change leadership significantly differently; while the variable, principals’ gender, shows no significant difference. 4. The present situation of teachers’ organizational commitment is up to fine level. Among all the aspects, “desire for putting efforts” ranks to the top, while “tendency to retain the job” ranks otherwise. 5. Teachers of different demographic variables such as age, education level, service seniority, and duties perceive teachers’ organizational commitment significantly differently; while the variable of gender shows no significant difference. 6. Teachers of different demographic variables such as school size and principals’ education level perceive teachers’ organizational commitment significantly differently; while some other variables such as school history; principals’ gender, age, local seniority, and total seniority show no significant difference. 7. The present situation of school innovative management effectiveness is up to fine level. Among all the aspects, “innovative effectiveness of pupil activity” ranks to the top, while “innovative effectiveness of course and instruction” ranks otherwise. 8. Teachers bearing different duties perceive school innovative management effectiveness significantly differently; while teachers of other variables such as gender, age, education level, and seniority show no significant difference. 9. Teachers of some demographic variables such as school history and principals’ age perceive school innovative management effectiveness significantly differently; while some other variables such as school size; principals’ gender, local seniority, total seniority, and education level show no significant difference. 10. Principals’ change leadership is positively related to school innovative management effectiveness; teachers’ organizational commitment is also positively related to school innovative management effectiveness. 11. School innovative management effectiveness is most predictable for “to shape school culture” and “to establish change environment” among all the aspects of principals’ change leadership, accounting for 42.3% of total variance. 12. Teachers’ organizational commitment is predictable for each aspect, including “tendency to retain the job,” “desire for putting efforts,” and “approval of organization,” accounting for 36.2% of total variance. 13. When combining principals’ change leadership and teachers’ organizational commitment, school innovative management effectiveness is predictable for five aspects, including “to shape school culture,” “desire for putting efforts,” “tendency to retain the job,” “to establish change environment,” and “approval of organization,” accounting for 50.1% of total variance. Finally, based on the results, the following suggestions are proposed: 1. Suggestions for educational administration authorities (1)Arrange related courses and trainings of change leadership to improve newly nominated principals’ ability to lead changes. (2)Invest more relevant resources to small or old schools to make them more competitive. (3)Encourage senior principals who are good at management to aid small or old schools in need, for saving and improving their innovative management effectiveness. 2. Suggestions for principals in junior high schools (1)Understand what is required for school development thoroughly, and seize the timing for processing change leadership. (2)Select talented people, communicate sufficiently, and combine organizational and personal goals of development. (3)Encourage teachers to take in-service education to catch up the pace of the times, and to better cooperate with changes applied at school. (4)Fulfill the power of teachers’ community through authorizing highly educated and willing ones to promote innovation of courses and instructions. (5)Perform instructive guidance and assistance to help less senior teachers, pass on experiences, and strengthen organizational commitment and tendency to retain the job. (6)Establish reward system to inspire teachers’ both inner and outer motivation, and enhance the centripetal force to their school. (7)Actively endeavor to obtain money and resources and improve hardware to build quality environment. (8)Establish circulating feedback pattern of innovative change blueprints to produce creative atmosphere of school.

Mémoire numérisé par la Division de la gestion de documents et des archives de l'Université de Montréal

本研究旨在探討國民小學教師運用學習型班級經營策略之情況，及學習型班級經營策略與班級經營效能之關係。除探討國民小學教師學習型班級經營策略、班級經營效能的內涵及現況，並瞭解教師背景變項及學校背景變項在學習型班級經營策略與班級經營效能得分上的差異情形，另外，亦分析學習型班級經營策略與班級經營效能之相關程度，及學習型班級經營策略對班級經營效能的預測情形。本研究主要採文獻分析、問卷調查及深度訪談法進行，並根據研究結果做成結論，並提出具體建議。 本研究對象為臺北市、臺北縣、基隆市、桃園縣及宜蘭縣五縣市之公立國民小學教師，抽樣調查100所公立國民小學共1200位教師為研究對象，調查結果以平均數、標準差、t考驗、單因子變異數分析、皮爾森積差相關、多元迴歸分析等統計方法，進行資料處理分析。在訪談對象方面，共計訪談臺北縣、市公立國民小學教師五位。 根據文獻分析、問卷調查以及訪談分析所得資料，本研究主要發現如下： 一、國民小學教師運用學習型班級經營策略情況良好。 二、國民小學教師班級經營效能情況良好。 三、不同年齡、服務年資、學校地區國民小學教師在學習型班級經營策略 量表上的得分，達到顯著差異。 四、不同年齡、服務年資、學校地區、學校規模國民小學教師在班級經營 效能量表上的得分，達到顯著差異。 五、學習型班級經營策略表現程度越高，班級經營效能也越佳。 六、學習型班級經營策略與整體班級經營效能及各向度具有正相關。 七、學習型班級經營策略對班級經營效能具有預測作用。 根據上述研究結果，針對題升學習型班級經營策略之運用，提出幾點建議： 一、對國民小學教師的建議 （一）瞭解學習型班級經營策略內涵，並善用團隊互動學習策略。 （二）班級共同願景的擬定應透過與全班學生討論而訂定，並融入教師對 班級的期望。 （三）教師可召集數位教師成立班群，相互協助支援班級或全校學習活 動。 （四）透過多重管道強化親師溝通管道，善用家長協助及資源。 （五）建立班級規則以有效處理班級事務，並尋求適當舒壓管道。 二、對國民小學學校行政的建議 （一）鼓勵教師成立相關學習型班級經營團隊以獲得資源協助。 （二）學校各處室相互配合及支援，共同建構學習型班級計畫。 （三）由學校辦理專業學習型班級經營講座，並由具相關豐富帶班經驗教 師主講。 三、對教育行政機關建議 （一）辦理學習型班級經營相關教學策略研習課程並彙整成手冊發送於學 校教師。 （二）建立網路講座平臺，分享學習型班級相關資源。 四、對未來研究的建議 （一）擴大研究範圍，增加研究樣本。 （二）問卷的編製對象可分教師及學生部分。 （三）學習型班級經營策略內涵向度的再釐清。 / This study aimed at the current situation of the application of learning classroom management strategies for elementary school teachers and the relationship between learning classroom management strategies and classroom management effectiveness. Furthermore, the analyses of how the differences of demographic variables and school's background variables influenced teachers’ learning classroom management strategies and classroom management effectiveness were also investigated. Finally, the relationship between learning classroom management strategies and classroom management effectiveness was surveyed in this study. The questionnaire survey was the main research method of the study. There were 1200 sampled teachers from 100 public elementary schools in northern Taiwan (Includes Taipei County, Taipei City, Kee-Lung City, Tao-Yuang County and Yi-Lang County). Moreover, the interview method was also conducted to probe further information. In total, 5 elementary school teachers were interviewed in the study. The data were analyzed by employing the arithmetic average, standard deviation, t-test, one-way analysis of variance, Pearson’s product- moment correlation, and stepwise multiple regression. The results of the research were as follows: 1.The application of learning classroom management strategies for elementary school teachers is above the average level. 2.The present situation of classroom management effectiveness for elementary school teachers is above the average level. 3.There are significant differences in learning classroom management strategies among the age, seniority and school location 4.There are significant differences in classroom management effectiveness among the age, seniority, school location and school size. 5.The higher learning classroom management strategies, the better classroom management effectiveness . 6.There is a positive correlation between the whole and each dimension of learning classroom management strategies and classroom management effectiveness. 7.Learning classroom management strategies was the significant predictor of classroom management effectiveness. Based on the conclusions of this study, several concrete recommendations were made for elementary school teachers, elementary school administration, the institution of educational administration and further researchers.

A management training course was' evaluated for effectiveness by using two specially compiled in-basket exercises equivalent in complexity. Outcome evaluation was performed so as to determine whether learning transfer took place, ie whether management skills in the application of the management dimensions planning, organising and control do manifest in the work context afterwards. Significant differences were found between the experimental group and the control group in the application of the management dimensions planning, organising and control. These differences were investigated by means of the "Univariate procedure ... A management training course can therefore be effectively measured with the behaviour assessment approach by using two groups, where only one group is exposed to a management training course. It can thus be ascertained whether a change in management behaviour has taken place as a result of learning transfer. / Die effektiwiteit van 'n bestuursopleidingskursus is geevalueer deur twee spesiaal saamgestelde posmandjies van dieselfde moeilikheidsgraad te gebruik. Uitkomsevaluering is gedoen om te bepaal of leeroordrag plaasgevind het, met ander woorde of die nuut aangeleerde bestuursvaardighede in die toepassing van die bestuursdimensies beplanning, organisering en beheer wei na die tyd in die konteks van werksgedrag manifesteer. Beduidende verskille tussen die eksperimentele en die kontrolegroep is gevind in die toe passing van die bestuursdimensies beplanning, organisering en beheer. Die verskille is ondersoek met behulp van die "univariate procedure". 'n Bestuursopleidingskursus kan dus effektief vanuit die gedragsbeoordelingsbenadering gemeet word deur van twee groepe gebruik te maak waarvan slegs die een groep aan 'n bestuursopleidingskursus blootgestel word. Daar kan dus bepaal word of 'n verandering in bestuursgedrag plaasgevind het as 'n gevolg van leeroordrag. / Industrial and Organisational Psychology / M.Com. (Industrial and Organisational Psychology)

Management practices in the rehabilitation and criminal justice system are primarily concerned with how employees sense, collect, organize, and process information regarding the criminal offender. The purpose of this quantitative study was to measure parole and probation officers' perceptions regarding management support and effectiveness in the workplace, with particular emphasis on communication, collaboration, and conflict resolution. Herzberg's 2-factor theory of motivation served as the theoretical framework for the study, supporting the concept of participatory management as a central factor in job satisfaction. A researcher-designed, Likert-type questionnaire was administered to a randomly selected sample of 31 parole and probation officers in Baltimore County. The sample size was determined using a power analysis for the 2-sample t test. The power analysis was completed with alpha levels of .05, and a .80 level of statistical power. Participants had been employed for at least a year as parole and probation officers who supervised African American criminal offenders. Results from the questionnaires were analyzed using t tests, frequency distribution analysis, and comparison of means analysis, with mixed findings. The majority of participants felt that managers provide a positive overall work environment and effectively communicate with parole and probation officers. At the same time, the majority of respondents also believed that managers do not collaborate with employees and do not resolve conflicts with employees in a timely manner. Possible reasons for these contradictory perceptions are discussed. The study contributes to positive social change by providing leaders with improved methods for measuring parole and probation officers' perceptions regarding managerial support for and effectiveness in the rehabilitation of reentry offenders.

Тема диссертации «Разработка маркетингового инструментария управления брендом». В главе 1 были изучены теоретические основы управления брендом, а именно: трактовки, сущность и характеристики бренда, коммуникационная деятельность в маркетинге. Разработан инструментарий управления брендом, учитывающий особенности жизненного цикла бренда и специфических цели и задачи, решаемые на каждом конкретном этапе жизненного цикла. Глава 2 содержит в себе анализ маркетинговой деятельности предприятия ООО «Гесс? СиАйЭс». В главе 2 были применены практические инструменты и методики анализа, такие как SWOT-анализ, анализ целей по технологии целеполагания SMART, анализ миссии компании по факторам, предложенным Ф. Котлером, многоугольник конкурентоспособности, лист оценки конкурентоспособности, отбор конкурентов с использованием методики И. В. Котляревской, сегментированием методом вложенной иерархии с выбором целевых сегментов и обоснованием отказа от нецелевых по критериям, предложенным И. В. Котляревской. Определена организационная структура, маркетинговая концепция, в которой находится предприятие ООО «Гесс? СиАйЭс». Диагностирована эффективность управления брендом методами относительной добавочной стоимости и оценкой атрибутов и силы бренда по Л. Де Чернатони. Глава 3 содержит в себе разработку проекта повышения эффективности управления брендом GUESS. Описана проблематика и замысел проекта, определены негативные эффекты существующего положения компания, на этом основании применен метод структурной декомпозиции и построено дерево проблем и дерево целей. Определены факторы внешнего и внутреннего окружения, которые способствуют и мешают выполнению проекта, составлено календарное планирование проекта по фазам проекта, построена диаграмма Ганта. Проведено управление рисками проекта, описаны рисковые события, источники возникновения рисков, вероятность наступления рискового события, а также мероприятия, способствующие снижению риска, проведена оценка эффективности проекта. / The topic of the dissertation is “Development of marketing tools for brand management”. In chapter 1, the theoretical foundations of brand management were studied, namely: the interpretation, essence and characteristics of the brand, communication activities in marketing. Brand management tools have been developed that take into account the peculiarities of the brand’s life cycle and specific goals and objectives that are solved at each specific stage of the life cycle. Chapter 2 contains an analysis of the marketing activities of the company “GUESS? CIS. ” In Chapter 2, practical analysis tools and techniques were applied, such as SWOT analysis, goal analysis using SMART goal-setting technology, analysis of the company's mission by factors proposed by F. Kotler, competitiveness polygon, competitiveness assessment sheet, selection of competitors using the method of I. V Kotlyarevskaya, by segmentation using the nested hierarchy method with the choice of target segments and the justification for rejecting non-target ones according to the criteria proposed by IV Kotlyarevskaya. The organizational structure, marketing concept, in which the company “GUESS? CIS. ” Diagnosed the effectiveness of brand management by the methods of relative added value and the assessment of the attributes and strength of the brand according to L. De Chernatoni. Chapter 3 contains the development of a GUESS brand management project. The problems and design of the project are described, the negative effects of the existing position of the company are determined, the structural decomposition method is applied on this basis, and the problem tree and the goal tree are built. The factors of external and internal environment that contribute to and impede the implementation of the project are determined, calendar planning of the project for the phases of the project is compiled, a Gantt chart is built. The project risk management has been carried out, risk events have been described, sources of risks, the probability of the occurrence of a risk event, as well as measures to reduce risk, an assessment of the effectiveness of the project has been carried out.