Succession plan is a process which a company can identify and develop the employees with caliber to manage business in the future. The intention of this search is to discover the situation of succession plan in our country. Hopefully, through the overall description and through study, this report can be a milestone for the similar research in the future. In this research the research objects are large well-known domestic enterprises. I select one company as a case study from each industry, such as financial industry, high-tech industry, and manufacturing industry. Then I studied and found out their succession plan and how they executed their plan. Discovery from the research: 1. The purposes and the reason they do it: It starts because of the need for high-level executives, not the company¡¦s regular program. 2. The way they executive the plan: ¡]1¡^ The department making plan and executing plans are different. ¡]2¡^ The man which makes the decision is the executive level. ¡]3¡^ Most domestic enterprises do not keep paper file. ¡]4¡^ Mostly keep thing in low profile, or even secretary ¡]5¡^ Big gap between plan budget and plan execution. ¡]6¡^ Mainly focus on internal talent, but still welcome external candidates. 3. Related systems which are concerned. ¡]1¡^ T&D is mainly focused on on-the-job training. ¡]2¡^ Assessment & evaluation plays an important role in succession plan. 4. The difficulty in execution and effectiveness. ¡]1¡^ Communication and common perspective are ones of the difficulties in succession plan. ¡]2¡^ Good talent is hard to get. ¡]3¡^ Talent cultivation and talent pool ate the greatest achievement from this plan. Conclusion: 1. The sensitivity to deal with human emotions is required for succession plan. 2. It is necessary to check internal& external environment to make the changes flexibly. 3. To build up complete pattern.

Without adequate succession planning (SP) for executive directors, nonprofit organizations risk losing their mission and direction and their ability to sustain the quality of program and services and maintain superior leadership. The purpose of this study was to determine the degree to which SP was being developed and implemented in community action agencies (CAAs) in a southern state. This study also focused on the challenges that these organizations experienced from not implementing SP. This single case study design was based on the theoretical framework of organizational change, using Lewin's 3-stage model. Identified through purposive and snowball sampling, 17 participants from 5 CAAs in a southern state were interviewed using semi structured questions. Both primary interview data and secondary data were analyzed through constant comparison and the identification of themes and patterns, and verified through triangulation, member-checking, and pattern-matching. Secondary data consisted of succession plans, annual reports, bylaws, boards of directors' minutes, IRS 990s, and strategic plans. Findings revealed that 3 of the CAAs under study had a succession plan in place, while 2 did not. The challenges that these CAAs experienced from not implementing SP focused on 5 primary themes: organizational identity, sustainability, salaries, governance, and leadership development. The implications for social change include informing the southern state's CAA leaders, funders, and other stakeholders about the importance of developing written succession plans, integrating SP with leadership development and executive transitioning practices, and the long-term benefits of having these plans in place.

The semiconductor industry plays an important role in the economic development of Taiwan. Under continuous technology advancement and global division of labor, the industry relies on high performance teams consisted of outstanding talents for competitiveness. However, the mere clustering of talents is not guarantee for high performance. The manager plays a critical role in the organization. Therefore, the selection and cultivation of the manager is a challenging issue to the organization and the human resource manager. This study employed questionnaire survey and literature review to study a case company in the semiconductor assembly and testing industry. There were totally 51 copies issued for Manager level (42 copies were collected) and 17 copies issued for Director level and above (16 copies were collected). It used Fuzzy Delphi Method to discuss the management competency evaluation indices of the case company, and used the Fuzzy Analytic Hierarchy Process of Multi-Criteria Decision Making Methods to construct a management competency assessment model. The model is used for decision-making on talents, and explores the current talents cultivation system, in order to discuss the practice of cultivating talents with management competency as successors. This study used Fuzzy Delphi Method, Fuzzy Analytic Hierarchy Process, and single case research method to analyze and investigate the case company. The findings are as follows: 1. The priority of importance of management competency assessment indices for different levels of management. There are 5 indices and 24 sub-indices. The importance analysis shows the priority of important management skill of different management levels, according to their weight ranking for leadership cluster, personality cluster, personnel communication cluster, business administion cluster and operation execution cluster, in order to show the difference in demand for management competency at different levels. 2. Establishing weight system for the management competency assessment indices The results of the weight system show the relative importance of the assessment indices for the reference of management competency related activities and basis for managers in screening. 3. Practice of cultivating talents with management competency as successors The discussion on the system employed by the case company show the feasibility of the practice of cultivating talents with management competency as successors, and suggestions are provided for future system.

Submitted by Silvana Teresinha Dornelles Studzinski (sstudzinski) on 2015-10-23T15:38:56Z No. of bitstreams: 1 Juliana Richter_.pdf: 1738497 bytes, checksum: 77aa364612b2f91ef8b5a237bc7bb784 (MD5) / Made available in DSpace on 2015-10-23T15:38:57Z (GMT). No. of bitstreams: 1 Juliana Richter_.pdf: 1738497 bytes, checksum: 77aa364612b2f91ef8b5a237bc7bb784 (MD5) Previous issue date: 2015-05-22 / Nenhuma / As empresas familiares representam 90% das empresas no mundo e também no Brasil. Somente 30% sobrevivem na segunda geração. Dentre as dificuldades encontradas por elas está o planejamento sucessório. Este planejamento tem impactos na gestão e, em especial, no desempenho econômico e governança das empresas, tema debatido academicamente na busca de respostas e de novos modelos. A literatura aponta quatro dimensões deste planejamento: CEO, Família, Propriedade e Gestão/Empresa, sendo neste estudo o líder (CEO) da organização, o fundador da empresa. A partir destas dimensões é possível compreender melhor a dinâmica e complexidade deste tema. Neste contexto, o objetivo deste trabalho é investigar como as empresas familiares de pequeno e médio porte planejam seus processos sucessórios sob a perspectiva do fundador. Para explorar esta questão foi selecionada a primeira geração (fundador) de empresas familiares do estado do Rio Grande do Sul. Com base neste estudo foi possível concluir que há uma tendência de não planejamento formal no tocante à saída do fundador, tanto da liderança como da propriedade, a inexistência de espaços para a família discutir a sucessão do negócio, a dificuldade em separar a gestão da empresa com a propriedade, a falta de estruturas de governança corporativa, a tendência de profissionalização da gestão, o alto valor dado à boa formação dos filhos, a inexistência do planejamento sucessório incorporado nas rotinas das empresas e o desejo de os filhos sucederem sua função mais no aspecto que tange à propriedade do que à liderança. Isto aponta algumas diretrizes para melhoria do planejamento sucessório das empresas familiares estudadas. Estas diretrizes estão fundamentadas nas quatro dimensões. Fundador, Família, Propriedade e Gestão/Empresa. / Family businesses represent 90% of the companies worldwide and so it is in Brazil. Only 30% keep alive on the second generation. Among the difficulties found for these companies is the succession plan. This plan impacts the management and especially the economic performance and governance of the companies, subject academically discussed on the search for answers and new models. The literature indicates four dimensions of this planning: CEO, Family, Property and Management/Company, being in this study, the company leader (CEO), the company founder. From these dimensions, it is possible to better understand the dynamism and complexity of the theme. In this context, the goal of this study is to investigate how small and medium sized family businesses plan their succession processes on the founder perspective. Particularly, to explore this question it was selected the first generation (founder) of family businesses in the State of Rio Grande do Sul. Based on this study it was possible to conclude that there is a tendency of not having a formal planning concerning the founder retirement, since the leadership to the property, the lack of space for the family to discuss the business succession, the difficulty to separate the company management from the property, the lack of corporate governance structures, the tendency of management professionalization , the high value gave to the descendants good educational formation, the lack of the succession plan incorporated in the companies routines and the descendants will to succeed more related to property than to leadership. It brings some directions to the succession plan improvement on the family businesses studied. These directions are based on the four dimensions Founder, Family, Property and Management/Company.