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.

The happy productive worker (HPW) theory states that happy employees perform at higher levels than unhappy employees do. Despite the explanatory power of the HPW theory, it was unknown if a happy middle-level manager would be associated with productive direct reports. The purpose of this phenomenological study was to address that gap by exploring the impact of middle-level managers' well-being and happiness on the performance of their direct reports. Key research questions examined how middle-level managers' well-being and happiness influenced the performance of their direct reports and how middle-level managers' application of the HPW theory influenced social change. Twenty middle-level managers from varied organizations participated in semistructured interviews to generate data. Data were subjected to content analysis to identify emergent categories and themes. Findings showed that middle-level managers' well-being and happiness had both positive and negative influences on direct reports' performance in that reports tended to mirror their middle-level manager's level of well-being and happiness. Whenever the middle level manager was happy, their reports' productivity increased, and whenever the middle level manager was unhappy, reports' productivity decreased. The overall conclusion was that middle-level managers' well-being and happiness in the workplace are important and offer opportunities to help direct reports to grow and to flourish in their department of the organization. Recommendations include further study of the strategies middle-level managers use to influence direct reports' advancement toward their potential. Organizational leaders may apply these findings through professional development training to enhance the growth and improve the productivity of their direct reports.

Titel: Mellanchefens väg till arbetstillfredsställelse - En kvalitativ studie om hur arbetsdelegering, arbetsbeslutsgrad och arbetstillfredsställelse påverkar varandra sett från  mellanchefens perspektiv. Nivå: C-uppsats inom ämnet företagsekonomi Författare: Jacob Kjessler och Joakim Delking Handledare: Signe Jernberg och Kristina Mickelsson Datum: 2018 - maj Syfte: Inom företag finner vi mellanchefer, en anställd som befinner sig i mitten av organisationen med ledning och styrelse ovanför sig och anställda under sig. Krav ställs på dessa mellanchefer att arbeta effektivt med hög produktivitet där många beslut behöver fattas. Detta kan medföra att mellanchefer uppfattar en hög press i form av att arbeta hårt med brist på resursen tid och mellanchefer behöver arbeta effektivt för att klara av det dagliga arbetet vilket de kan göra genom deras höga arbetsbeslutsgrad. Denna höga press på effektivitet, produktivitet samt hög arbetstid kan medföra en minskning av mellanchefens arbetstillfredsställelse. För att hantera denna press med begränsade tidsresurs finns ledarskapsverktyget arbetsdelegering. Arbetsdelegering till underordnade gör att mellanchefer kan ge ifrån sig auktoritet och kontroll att utföra uppgifter, vilket har en effekt på att mellanchefens arbetstid frigörs. Med detta sagt finner vi tre begrepp, arbetstillfredsställelse, arbetsbeslutsgrad samt arbetsdelegering som är relaterade med varandra men vi vet inte hur de påverkar varandra. Hur dessa begrepp påverkar varandra kan bana väg för hur mellanchefer kan använda sig av dessa begrepp för att nå en hög arbetstillfredsställelse, inneha en välbalanserad arbetsbeslutsgrad samt arbeta effektivt med delegering. För att förstå detta ställer vi oss frågan; Hur påverkas arbetsbeslutsgraden när delegering av arbetsuppgifter till underordnade sker, påverkar även denna delegering mellanchefens arbetstillfredsställelse samt om fallet är så att delegering påverkar arbetsbeslutsgraden, kan arbetstillfredsställelsen påverkas också? Detta mynnar ut i ett syfte där denna studie vill skapa en fördjupad förståelse hur dessa begrepp påverkar varandra; Arbetstillfredsställelse Arbetsbeslutsgrad Arbetsdelegering till underordnade  Metod: För att göra denna studie möjlig har vi utfört 11 kvalitativa semistrukturerade intervjuer. Vi skapade ett urval med hjälp av strategiskt urval som grundar sig i vissa kriterier som vi tror våra respondenter behöver ha för att skapa ett resultat som hjälper oss att finna hur dessa begrepp påverkar varandra. Resultat och Slutsats: Vi fann hur arbetsdelegering och arbetsbeslutsgrad påverkar varandra, samtidigt som dessa två begreppet påverkar varandra fann vi att högre frekvent användning av arbetsdelegering positivt påverkar mellanchefens arbetstillfredsställelse. Då arbetsdelegering minskar arbetsbeslutsgrad fann vi även att den minskade arbetsbeslutsgraden även påverkar arbetstillfredsställelsen positivt. Uppsatsens bidrag: Mellanchefers arbetstillfredsställelse har tidigare inte behandlats inom företagsekonomin. Vi ger därför företagsekonomin en teoretisk insikt i hur arbetstillfredsställelse, arbetsbeslutsgrad samt arbetsdelegering påverkar varandra. Dock på grund av den begränsade forskningen inom detta område ger vi en första inblick sett från mellanchefers synsätt. Förslag på fortsatt forskning: Vi har sammanfattat fyra punkter som förslag till ytterligare forskning. Först anser vi att ytterligare studier behöver genomföras för att styrka vår slutsats, där studier som använder sig av fler respondenter är i fokus. Andra förslaget kretsar kring denna studies synsätt, då vi endast utgått från mellanchefers perspektiv behöver detta kompletteras med fler perspektiv från underordnade och överordnade. Tredje förslaget inkluderar ett mönster vi såg under intervjuerna, teorin menar att mer erfarenhet också kommer resultera i att mellanchefer använder sig utav arbetsdelegering mer frekvent. Detta vad dock inget vi kunde se under våra intervjuer, därför anser vi att fortsatt forskning inom området hur erfarenheten hos mellanchefer påverkar deras sätt att se på arbetsdelegering. Sista och fjärde förslaget innebär vad kontroll och auktoritet över en uppgiften egentligen är? Nyckelord: Arbetsbeslutsgrad, arbetsbelastning, arbetstillfredsställelse, mellanchefer, arbetsdelegering. / Title: The Middle level managers road to job satisfaction - A qualitative study of how job delegation, job decision latitude and job satisfaction affect eachother, from a middle level managers perspective. Level: Final assignment for Bachelor Degree in Business Administration Author: Jacob Kjessler and Joakim Delking Supervisor: Signe Jernberg and Kristina Mickelsson Date: 2018– May Aim: Within companies we find the middle level managers, located in the middle of the organization with managers above them, as well as employees underneath. Requirements are made on these middle level managers to work efficiently with high productivity, where many decisions need to be made. This may cause middle managers to perceive high pressure in terms of working hard with lack of resource time, middle managers need to work effectively to cope with daily work, which can be summed up as high levels of job decision latitude. This high pressure on efficiency, productivity and high working hours can lead to a reduction of the mid-career's job satisfaction. To manage this press with limited time resources, the leadership tool delegation could be an option. Subordination of work to subordinates allows middle level managers to give authority and control to perform tasks, which has the effect of releasing the mid-term working hours. Having said that, we find three concepts, job satisfaction, job decision latitude, and job delegation that seem to coincide with each other, but we do not know how they affect each other. How these concepts affect each other can pave the way for middle level managers to use these concepts to achieve high job satisfaction, maintain a well-balanced job decision latitude, and see benefits of job delegation. In order to understand this, we ask ourselves the question; How does job decision latitude affect when delegation of duties to subordinates takes place, does this delegation affect the middle level managers job satisfaction, and if the case is such that delegation affects the level of job decision latitude, can job satisfaction also be affected? This opens up for a aim in which this study wants to create an in-depth understanding of how these concepts affect each other; Job satisfaction Employment Decisions Degree Work delegation to subordinates Method: In order to make this study possible we have conducted 11 qualitative semistructured interviews. We created a selection using strategic selection based on certain criteria that we believe our respondents need to create a result that helps us find out how these concepts affect each other. Result & Conclusions: We found how job delegation and job decision latitude affect each other. While these two concepts affect each other, we found that higher frequent use of job delegation positively affects the middle level managers job satisfaction. As labor delegation reduces the level of workability we also found that the reduced job decision latitude also has a positive impact on job satisfaction. Contribution of the thesis: Middle level managers job satisfaction has previously not been addressed in the business administration. We therefore give the business economics a theoretical insight into how job satisfaction, job decision latitude and work delegation affect each other. However, due to the limited research in this area, we provide a first insight from the middle level managers approach. Suggestions for future research: We have summarized three points as suggestions for further research. First, we consider that further studies need to be conducted to reinforce our conclusion, where studies that use more respondents are in focus. The second proposal focuses on this study approach, since we only started from the middle managers perspective, we ask further studies to include more perspectives from subordinates and superiors. The third suggestion includes a pattern we saw during the interviews, the theory means that more work experience will also affect how much middle managers uses job delegation as a management tool. This, however was nothing we could see during our interviews, we therefore believe that further research in the field should be made of how the experience of middle managers affects their way of looking at work delegation. The last and fourth proposals mean what control and authority over a task really is? Key words: Job Decision Latitude, Job Demands, Job Satisfaction, Middle level manager, Job Delegation.

<p>ABSTRACT</p><p>The purpose of this c-level essay shall try to illustrate how a good leader is formed. We have investigated what influences leadership style, personal characteristics or individual competence have when recruiting a new manager. This study has been carried out with comparative applications because we wanted to study the similarities and differences between the Unemployment Office, the Social Insurance Office and the Social Welfare Administration.</p><p>We have used a qualitative method in interviews both with employers as well as the from the trade union representative’s perspective. Part of our results indicates that the trade union representatives and the employers are not always unanimous and do not request equivalent characteristics and knowledge at recruitment. We have also found certain differences in the recruitment process between the organisations despite the fact that they are all politically governed and have many organisational similarities. We do not claim any empirical generalisations about our results as we have studied only one municipality. Our conclusions establish how certain key factors relate to recruitment of mangers just in this municipality and in these organisations. The results, however, indicates the prominence of some key factors that might be of general importance.</p><p>One of the most important result that we found in this study was that the trade union representatives had more similar opinions with each other than those they had with their respective organisations. Furthermore it became obvious from the study that great significance was given to inter-personal relationships when recruiting a new middle manager. The most significant resemblance between the three organisations was that they requested a management style that inclined towards democratic values.</p>

ABSTRACT The purpose of this c-level essay shall try to illustrate how a good leader is formed. We have investigated what influences leadership style, personal characteristics or individual competence have when recruiting a new manager. This study has been carried out with comparative applications because we wanted to study the similarities and differences between the Unemployment Office, the Social Insurance Office and the Social Welfare Administration. We have used a qualitative method in interviews both with employers as well as the from the trade union representative’s perspective. Part of our results indicates that the trade union representatives and the employers are not always unanimous and do not request equivalent characteristics and knowledge at recruitment. We have also found certain differences in the recruitment process between the organisations despite the fact that they are all politically governed and have many organisational similarities. We do not claim any empirical generalisations about our results as we have studied only one municipality. Our conclusions establish how certain key factors relate to recruitment of mangers just in this municipality and in these organisations. The results, however, indicates the prominence of some key factors that might be of general importance. One of the most important result that we found in this study was that the trade union representatives had more similar opinions with each other than those they had with their respective organisations. Furthermore it became obvious from the study that great significance was given to inter-personal relationships when recruiting a new middle manager. The most significant resemblance between the three organisations was that they requested a management style that inclined towards democratic values.

管理工作的重點之一便是衡量，根據其對人、事、物狀態的衡量結果，作為決策基礎 ，故決策品質之良窳繫於衡量的品質。本文將以管理會計的觀點，探討國內企業人士 ，對於“主管生產力”的認知程度，及其在實務上運作之情況，並兼納文獻整理，提 供企業界衡量主管生產力之可行方法，利用提升企業主管生產力，以期增進企業經營 成果。 本研究主要針對中級主管（middle-level manager）與高階主管（senior-level ma- nager ）進行實證，藉寄發問卷以了解其對主管生產力之重視程度，且根據管理會計 的理論假設，提供更佳之衡量建議。本文並將依實證結果與１９８３年Johnson 、C- ynthia、Elaine、C 的研究做一比較。文分五章，共約六萬字。