Submitted in fulfillment for the Degree of Doctor of Technology: Business Administration, Durban University of Technology, 2014 / Universities are seen to be facing a turbulent storm of challenges, demands, environmental changes, and facilitated thrust in the midst of economic meltdown. The environments in which these institutions are operating are becoming increasingly tempestuous, and competitive which makes leadership crucial as they continuously interface with the local and wider environments. At its best leadership is proximate, contextual and distributed especially in the case of complex organisations like universities. Changes and institutional mergers that took place worldwide two decades ago diffused to the south of Africa as well. These mergers resulted in the formation of mega universities and universities with satellite or branch campuses. If the trend continues with branch campuses spreading even into foreign countries, it will lead to growth and even more leadership complexity. This study was conducted in order to establish the challenges that are faced by staff and students at satellite campuses of universities using the Riverside Campus of the Durban University of Technology as a case study. Literature on leadership and management theories, leadership in higher education and organisational structures was reviewed in order to contextualise the study. A sample of the executive leadership of the university used as a case study was interviewed in order to determine their attitudes towards the current organisational structure. Data was also gathered from the academic and administrative staff at the satellite campus used for the study as well as first and third year students at the same campus using questionnaires. This study is significant because it feeds into the year-long study that was initiated by the Leadership Foundation on Higher Education and conducted from 2010 and finished in July 2011 by the Hull University’s Scarborough Campus that was aimed at determining the most effective relationship between the centre (mother campus) and its satellite campuses, identifying tensions between the strategic and operational levels and making students’ experience consistent. The whole project was undertaken to arrive at a better understanding of the challenges of managing two or more campuses with particular emphasis on strategic matters, organisation, leadership and management structures. The study discovered that there were leadership challenges which were not unique to the university and campus used as a case study, but similar to those identified during literature review. Issues such as lack of leadership and strategic direction, diverse cultures, incomplete merger, isolation, inequitable distribution of resources and lack of development were identified as challenges that needed to be addressed. The study advances as original contribution the ‘Radial Structure’, which was greatly inspired by the natural movement, flow and distribution of energy and information in fractals. This structure ensures equity across all campuses irrespective of size and location. In the radial structure as suggested and implied by the name the corporate division is the source of energy in the form of vision, mission, goals, strategy, and resources which it disburses or radiates equitably across all the campuses. The corporate division is not attached to any campus, but it is a pole that provides an anchor for all the campuses. The energy or feedback is also radiated back to the corporate office from the campuses in the form of student fees, research output from staff and students, pass rates, information to aid decision-making and so on. The relationship that was established between the radial structure and the regression model developed from the responses of the students and theory, was that each campus should be fully-equipped with all the services that the users require for the campus to be fit for purpose. The radial structure would also allow for student services to grow and develop as the campus grows. Like any organisational structure, the radial structure could be adjusted to suit the needs of any university with satellite campuses. The organisational structure would also have to be revisited and adjusted as the needs of the university change. In essence the structure is aimed at ensuring that there is no leadership vacuum at any of the satellite campuses of a university. / D

由於工業化的結果，農村人口不斷湧進都市，都市向郊區膨脹發展，人口持續的成長 且愈來愈向都市集中，導致都會人口、產業活動密集、都市圈逐漸向外擴展的趨勢， 都市與鄉村互動，為適應社會結構分化與工業化的衝擊，台北市已迫切需要做整體的 規劃，以適應台北市都會區的均衡發展。 台北都會區，中心都市與鄰近的衛星市、鎮、鄉發生密切關係，都市問題跨越了不同 的行政區域，且分屬不同的行政層級，在行政組織管理，財政支出、公共設施建設、 公害垃圾環保教育文化發展方面隨之發生，而影響到市民之福祉。交通問題。河川汙 染整治更無法單方實施，教育設施、醫療保健等公共設施之服務水準，因地緣靠近， 公共需求程度相同，但分屬不同層級地方政府財政稅基不同差異鉅大，造成建設差距 擴大，台北縣、基隆市與台北市公共服務建設之差異擴大。 大台北市所轄其地方政府的層級與區域劃分調整，更應具有前瞻性規劃，透過政策分 析，做最適的選擇。未來行政區域調整歸併，關係都會區的成長與發展，其具體因應 措施宜未籌謀，儘早規劃循序漸進。 本文係以台北都會區行政區劃實況，地方自治的理念，探討台北縣基隆市併入台北市 ，台北都會區行政層級之設計，與都會區的組織架構，期能使台北都會區都市化的發 展，適應政治經濟的演變，均衡地方發展，縮短城鄉差距。

二十世紀末期，跨國企業對供應鏈管理的價值、效率、協作三大核心問題進行再造，例如：以創新與速度提升需求的最終價值，以精益生產增進效率(成本、品質)，以互信取代採購價格壓縮，並藉此進行供應鏈協作整合。然而眾多業者在上述再造過程中，卻發現由於供應鏈及其參與者組織體系過於龐大與僵硬，導致整體綜效難以發揮。經學術界與產業界探討後，對於如何提升與供應鏈各參與者的適應力、變革力所緊密相關的柔性能力，實有深入探討之必要，而其研究範圍亦自生產作業的柔性層次，提升至組織結構、文化、策略等柔性範疇，學者與業界更嘗試藉此研究建立有效柔性策略框架，作為鞏固並強化供應鏈綜效藍圖。 本研究即以探討全球供應鏈之柔性能力為命題，並以四次入選哈佛個案之模範生－利豐集團為例，進行個別研究。迄自確定研究問題、建構理論、選擇個案為起始，續以理論命題形成資料蒐集計畫、組織研究架構、資料定義驗證為過程，終以結論與建議為總結。本研究就所蒐集之利豐近15年來的檔案紀錄(年報、半年報、通函等)、公開出版品、訪談與演講記錄等資訊，對比Volberda(1998)研究所歸納之33項供應鏈柔性檢視指標分析，茲獲得以下結論： 1. 利豐集團對其分布於全球40個國家，65個辦事處的龐大組織，進行端對端、面向最寬廣的供應鏈整合，此行為符合Volberda所指：處於動態、複雜、不可預測的超競爭環境，必需建設充分的柔性混合能力。 2. 利豐集團以需求拉動為原動力，致力加長前置期、進行全球分散生產、追求規模經濟效益，並將庫存留置於上游vendor，並將上述作為柔性管理的主要任務，此種作法已具備高度的結構與策略柔性。 3. 利豐集團以客戶為中心，將組織層級予以扁平化，同時賦予業務部門營運自主權，讓員工得以在內部創業，此外還提倡共享價值觀，並建立透明的人資結構，來完善其組織設計。為建立長遠基業，利豐更規劃風險投資為產品線與人才的填補空間，以公司併購的途徑加速供應鏈網的編織。由此可見，利豐集團對組織設計已為柔性混合提供充的潛能，以適應動盪的環境。 4. 利豐集團一方面堅守完整的決策控制權、嚴密監控財務及營運程序，另一方面卻對業務部門廣為授權，並要求以誠信鞏固供應鏈的夥伴關係，可說是以剛柔並濟為本質，並建立因時、因地、因事制宜的剛柔混合策略。 5. 就33項檢視指標對比分析後，本研究指出：利豐供應鏈在技術、結構、文化範疇，具備充分的柔性能力；而學者Volberda所歸納之西方供應鏈柔性理論亦可適用於東方企業之柔性建設。 / In the Late 20th Century, transnational enterprises had re-engineering at value, efficiency, and cooperate of supply chain management (SCM). For example: Using innovation and speed improve the final value of needs, promote efficiency by lean production, replace beat the price down with mutual trust and combine the cooperation of supply chain. However, many enterprises found it’s hard to produce the synergy during re-engineering, because of the huge and stiff organization. The adaptive and change capacity of worldwide supply chain participants became more and more important, and the scope of research was from the flexibility of operation-level to the flexibility of organizational structure, culture and strategy. The scholar and industry attempt to probe into and set up the effective flexible strategy frame as consolidating and strengthening the blueprint of synergy in supply chain. 　　This research is to probe into the flexibility of worldwide supply chain, and use the Li & Fung Group doing a case study report. It includes confirming the research questions, building theory, choosing the case, collecting data, organizing the research structure, verifying data and giving conclusions and suggestions. Compare information such as files of Li & Fung Group in recent 15 years, publications, interviews, speech records etc. to 33 items of flexibility of supply chain examined indicator which Volberda studied, we can obtain the following conclusions: 　　First, there are 40 countries in the world and 65 offices in the Li & Fung Group, and doing end-to-end and most broad supply chain combination, which accord with Volberda’s view that must build abundant mix of flexibility in dynamic, complicated, unpredictable super-competitive environment. Second, Li & Fung Group took demand－pull as motivity, and devoted to increasing leading time, carrying on the whole world disperse production, pursuing scale economic benefits and leaving the stocks in upper course. We found Li & Fung Group already had high flexibility in structure and strategy. 　　Third, Li & Fung Group regards customer as the center, they have a flat-organization, give operational autonomy to sales department, let the staff internal start-up, using sharing the values and open human resources structure to perfect its organizational design. In order to build a long-term corporate, Li & Fung Group use risk investment filling in the space of product line and talent, and use merger to expand supply chain network size. We find the organizational design of Li & Fung Group can adapt to the dynamic environment. 　　Fourth, on one hand Li & Fung Group stand at intact decision control power, and control tightly to the financial and operational procedure, but authorize sales by a wide margin on the other hand. Honest supply chain partnership is the base of androgyny. 　　After comparing and analysing through 33 items, this research is pointed out that there is abundant flexible ability in technology, structure, culture in the supply chain of Li & Fung Group. Volberda’s flexible theory of the supply chain which used in eastern enterprises can be used in west too.

非營利組織在今日扮演了非常重要的角色，從提供獨特的服務到積極參與應付社會的需要，以增進社群福祉。更重要的是，非營利組織在各個區域以關鍵經濟力量之角色，滿足各地人們之需求。 當全球化的時代來臨，臺灣非營利組織仍然遭遇許多挑戰。因此，本研究的動機是希望藉由檢視國際非營利組織是如何成功地實現他們的使命以協助地方的非營利組織改進整體表現，以增進其對社會的影響以及如何充分地運用資源。因此本論文將分成以下四個主要議題進行研究： 1. 國際非營利組織的使命如何影響其運作？ 2. 國際非營利組織如何組織其活動？ 3. 國際非營利組織要與其他組織合作以達到其目標之原因？ 4. 國際非營利組織是用何種方案或行動來更成功地達成其使命？ 本研究採用質性個案研究法以及檔案紀錄蒐集法為研究方法。本研究並選擇了五個國際非營利組織進行研究，其各自在使命、組織結構、營運管理、方案行動以及策略聯盟上的選擇皆有所不同的。卻同時具備高聲望、數據可取得特性以及專注多元發展(diversity focus)等特性而有助本研究之資料探索及分析。 最後本研究的研究結果可以歸納如下： 1. 國際非營利組織在落實使命以及目標的同時總會謹慎專注於管理其操作執行流程以及如何提供產品及服務之流程。此外為求持續成長，國際非營利組織在其募款策略上增加多元性以確保組織強度。 2. 國際非營利組織有使用功能性架構之趨勢-此架構可精簡與迅速的整合組織各個專案計畫以及達成組織之目標與使命。此外，其聘任具有優越技能、專業經驗、外部關係(企業或非營利組織間)以及與社群有緊密互動的董事會成員、管理階層、委員以及志工。 3. 為了達到完成使命之目標，國際非營利組織會採取策略聯盟之作法，其主要理由有以下五種(1)成本以及風險考量(2)擷取更有實益之研究(3)獲取互補性之資源(4)取得合法性(5)取得公開曝光、聲譽以及公共關注。 4. 國際非營利組織不僅確保其各項專案計畫在操作以及發展上具有效益，同時也將各項專案計畫緊密的與組織整體使命結合。 本文不僅解釋了國際非營利組織在達成使命時為何較具效率也針對台灣非營利組織提供了若干建議以增進其執行目標或任務之效率。 / In this turbulent time, nonprofit organizations (NPOs) play significant roles since offering unique services and engaging in tackling the societal needs to benefit all human beings. Most importantly, the NPO sector served as a crucial economic force in most regions of the world fulfilling human needs. Nonetheless, as globalization approaches, the Taiwan NPOs still encounter the numerous challenges. Therefore, this research is motivated by a desire to examine how international nonprofit organizations (INPOs) function to accomplish their missions successfully as one means of assisting local NPOs to improve overall performance, increasing their impact on the society, and pinpointing how they can fully utilize their resources. Four major research questions to be addressed in this dissertation are as follows: 1.How does the mission of an INPO affect its operation? 2.How does an INPO organize its activities? 3.Why does an INPO collaborate with other organizations to achieve its objectives? 4.What programs and activities does an INPO create to fulfill its mission more successfully? The researcher focused on qualitative case study and the archival research method was adopted in this dissertation. Five INPOs, which differed in mission, organizational structure, operational management, program activities and strategic alliances and collaboration, were selected to be explored, investigated, and analyzed due to their high prestige, data availability and diversity focus. The findings of this dissertation can be summarized as follows: 1.INPOs always have made it a habit of following their missions when focusing on carefully managing the operational processes or routines to produce and distribute their products and services. In addition, in order to sustain growth, INPOs diversify their funding strategies to insure the strength of the organization. 2.INPOs have a tendency to use functional structure—lean and agile—to organize programs and achieve their goals and missions. Besides, they recruit outstanding board of directors, executives, other committees and volunteers with exceptional skills, professional experiences, connections to the firms and philanthropic organization and ties to the community. 3.With the aim of fulfilling their missions, INPOs pursue strategic collaboration and alliances for five reasons: (1) To share the costs and risk, (2) To receive more effective research, (3) To acquire complementary resources, (4) To get legitimacy, and (5) To obtain exposure, reputation and public awareness. 4.INPOs ensure that each program is not only developed and operated effectively, but also strongly associated with the organization's overall mission. To conclude, this dissertation not only explains how INPOs function so effectively in achieving their missions but also provides recommendations for Taiwan NPOs to fulfill their missions more successfully.

在全球化經濟趨勢下，企業不只可以更廣泛的應用全世界的資源，相對的也必須迎接來自全世界的挑戰。統一企業是台灣傳統企業的代表，在台灣扎根、茁壯並成長，至今已超過40年歷史，其發展也由最初的創業草創期，歷經茁壯期、集團化與國際化時期，發展到今日的全球化時期。在成長的歷程中，面對外部經濟結構以及市場環境的變遷，不只在技術構面上逐漸由技術導向轉變為市場導向，其內部組織架構的整合，也因應著外部環境同步的在調整。 本研究首先將由企業的階段性發展，分析在不同時期下研發單位與事業單位組織架構的演進。再進一步以新產品開發流程及品類管理，探討在食品業這一個快速消費品產業中，面對外部環境變動，消費者需求千奇百怪、日新月異的市場條件下，新產品開發自第三階段－集團化時期，至現今第五階段－全球化時期的階段性轉變。最後以同步工程的概念，討論在新產品開發流程中，最重要的兩個階段－事業單位主導的企劃流程，以及研發單位負責的開發流程之間的互動方式和頻率。 透過本研究討論分析後，可以清楚台灣食品產業隨著外部經濟發展與市場環境變化下的階段性發展歷程，透析在新產品開發流程上的演進、轉變與調整，同時了解研發單位和事業單位之間的互動溝通方式。提供成長中的快速消費品產業中企業，或是同樣面臨市場飽和與消費者需求變化迅速之產業，一個如何因應外部快速變遷的管理方式，以及如何學習並加以改善的新產品開發流程與組織內互動機制。 / Under global economic conditions, corporations could make use of the resources all around the world, but they also have to face the challenges from competitors worldwide. Uni-President is the largest food industry corporation of Taiwan, and it has developed over 40 years, from foundation period, growing period, bloc period, international period to global network period. In the developing process, the technology dimension changes from the technology-oriented approach to the market-oriented approach because of the transformation of external economic structure and marketing environment. of the R&D unit and business unit in different period. And then discuss the periodic transformation from bloc period to global network period with NPD（new product development）process and category management. At the end, discuss the interaction way of planning which the business unit is responsible for and development which the R&D unit is responsible for, the most important stages of NPD process, with concurrent engineering concept. The periodic development of Taiwanese food industry with the external transformations can be clearly understood through this research analysis. The reader could not only realize the evolution, shift and adjustment of NPD process but also the communication way of R&D department and business department, providing a management mode for developing fast moving consumer goods industry that faces pressures from marketing and customer.

Approved for public release, distribution is unlimited / After the terrorist attacks of September 11, 2001, the U.S. Coast Guard shifted much of its effort toward Maritime Homeland Security activities. In response to this major shift in mission priorities, the Coast Guard is merging its Operational and Marine Safety field units into Sector commands. This reorganization is designed to ensure unity of effort, allow more efficient use of resources, improve training of Coast Guard members, and ensure better customer service. This thesis shows that further reorganization will be necessary at the operational and strategic levels of the Coast Guard. The organization-wide changes recommended by the author will allow the Coast Guard to align with the new Sector field commands, better align with the other agencies within the Department of Homeland Security, and ensure the critical tenets of unity of command, unity of direction, and unity of accountability are realized. Research data gathered for this project included surveys, personal interviews, and a use-case. The author also conducted a detailed review of documents produced at a Coast Guard Reorganization Summit, other internal Coast Guard documents, and the published literature. Based on the results of this study, the author offers 10 recommendations for the leaders of the post-9/11 Coast Guard. / Lieutenant Commander, United States Coast Guard

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

Title of the Master's Thesis: The management structure of universities Abstract: Master's Thesis "The management structure of universities' mapping key organizational elements in universities in Czech Republic, both in terms of internal point of view and from outside view from different institutions that are linked to universities, control them or are otherwise tied to their existence. These organizational elements are also compared to the practice of business management and key moments are shown, where the practice of business organizations differs from universities. As part of familiarizing with the organizational structure the analysis of the number of managerial staff was performed both in absolute numbers and relative to the number of students at selected universities. Finally, interviews were conducted with senior managers of these universities to compare their experiences of college life. Key words: College, university, Accreditation Commission, management, rector, dean, vice-rector, vice- dean, financing, organizational structure, the Higher Education Act

Title: Improvement of managerial work in the regional level sports club Objectives: The main aim of this work is to determinate strategic objectives of Tenisáci Benešov futsal club. Then analyze contemporary situation of club in these areas: personal, organisational and sport and then propose arrangements to improve situation of the club in some problematic matters and outline future direction of the club. Methods: Methodology of this work was centred on analyzing the club. There was used non-standardised interview (qualitative method), secondary data analysis and questionnaire (quantitative methods). Also SWOT analysis was used for lucid estimation of current situation of the club. Results: An accurate analysis of contemporary club situation was accomplished. On the basis of it was proposed introductions for future direction of the club in these areas: strategic goals, constitution of the association, organizational structure and competence determination, utilization of advantages of club and its opportunities, improvement of weaknesses of the club and avoidance of outer threats. Considerable part of the work is dedicated to creation of good social climate in organisation, which is essential for successful existence of club. Keywords: mission, vision, strategic objectives, strategic planning,...

Approved for public release; distribution in unlimited. / Trying to adapt to the post-9/11 challenges to Euro-Atlantic security, the Romanian Ministry of National Defense continues its efforts to modernize and professionalize the country's armed forces in accordance with NATO standards. Part of this process is the development of a Special Forces (SF) capability that is to accomplish initial operational readiness by FY 2005. With appropriate organizational arrangements and focused combat training, the Romanian SF will increase their performance during future deployments in joint and combined settings. This project analyzes Romania's strategic documents, identifies the missions that can be conducted by the country's General-Purpose Forces or other security services, and finally proposes five appropriate tasks for the SF: Combating Terrorism, Counterproliferation of Weapons of Mass Destruction, Special Reconnaissance, Direct Action, and Security Detail for Romanian officials in crisis zones. In exploring what are the most effective structural arrangements for the Romanian Special Forces, this thesis uses a design program the recommendations of which lead to the proposal of a new organizational structure. Thus, it is determined that Romania's Special Forces elements should develop into a flexible, highly-mobile and joint organization displaying a flat hierarchy and centralized command and control. / Lieutenant, Romanian Army