published_or_final_version / Business Administration / Master / Master of Business Administration

published_or_final_version / Business Administration / Master / Master of Business Administration

由於大環境的改變，公司間的競爭越來越激烈；顧客對新產品的需求也因為新技術的出現日益增加。為了因應全球化競爭及產品生命週期縮短的大環境，迅速及優異的新產品發展成為公司重要的競爭優勢。為了強化公司的競爭優勢，新產品發展已成為一重要議題。本論文著重於研究改善新產品發展的過程，探討影響新產品發展的關鍵因素，尤其是生產與研發間的關係。 本論文分為五個部分，第一章探討新產品發展的概念及基礎理論，說明新產品發展從單一功能政策進化為今日的跨功能性政策的一環。第二章對影響新產品發展的關鍵因素做詳盡介紹，說明跨功能性的整合將會是新產品發展成功的關鍵方法。第三章仔細討論研發與製造間的關係，並將兩者的角色由傳統的分別為單一部門功能的觀點打破，且將產品的設計與製程均視為新產品發展的重要功能，試圖詮釋將單一個人╱部門的知識與成功的新產品發展連結的可能性。第四章將探討知識傳遞的限制、知識管理及組織學習的基本理論。第五章將介紹重要的管理上、組織上及技術上的支援工具，並希望藉由這樣的分析能夠瞭解新產品開發過程中各關鍵因素間的關係。第六章將介紹實務上所使用的新產品開發觀念，這部分的資料是由個案訪問而來，選了三家不同產業具國際營運的公司為例，對實務做驗證。最後，提出一新產品開發的「最佳實務」，包括了重新定義新產品開發過程中的功能，並提出一良好管理新產品開發的建議。 / Nowadays the competitions among companies become more and more fierce due to the dramatic change of competitive environment. The demands of new products are accelerated by the emerging new technologies. The rapid and excellent new product development (NPD) has become a great strategic advantage to be accommodated to the global competition with shorter product life cycle. In order to enhance the competitive advantage, improving NPD has become a vital issue for companies. This thesis focuses on improving the NPD process. Factors influencing the NPD process are discussed in detail, especially the interface between R&D and production. The thesis is divided into five parts, starting with a general view on NPD in the first chapter. There it will be shown, how NPD has changed over the last decades from a traditional approach of functional-development to a cross-functional process today. Factors influencing this effective collaboration are presented in chapter two. In chapter three, the interface between R&D and production is directly scanned. It will be distinguished between the individual knowledge bases of the different departments. Process and product knowledge can be identified as the parts to be matched and will be illustrated. Consequently, the possibilities of linking those knowledge bases during NPD are shown. Chapter four will focus on the limitations of knowledge transfer and the fundamentals of knowledge management and organizational learning will be presented. In chapter five, supportive organizational, managerial and technological tools will be analyzed. The multiple views on NPD assure that all factors influencing the process are analyzed and proven according to their leverage on the process. In chapter six, currently used NPD concepts are outlined. The information presented was gathered through interviews carried out at globally operating companies who have technological centers and production sites in Sweden. To avoid focusing on NPD practices in an industry, the companies were chosen according to their product lines and customer segments. The final part will present best practices in NPD. This includes reconsidering all the discussed aspects and presenting a recommendation about how to organize NPD superiorly.

成功的企業要有能力隨時依經營環境的變遷，來調整公司的經營方針和策略，才不會因時代進步而面臨被淘汰的危機。企業面臨的競爭壓力也是與日俱增，現在企業面臨的，是全世界的挑戰，仍一味採用過去的思考模式經營，可能會因為進步緩慢而難以因應快速變遷的市場。企業領導人應環境變遷導引組織內變革應用到企業內各個單位，每次的改變必須有一定的學理或實務作參考依據，才不會失去了前進的方向，因為錯誤的改變可能會引導企業走向結束營業的危機。 本研究針對6 Sigma理論基礎先行探討，了解其活動之特性；而對推動的領導者風格及相關管理工具運用，除深入研究運作的理論基礎外，也檢討以策略為基礎組織規劃推論，以為完整企業成功變革之理論基礎與最佳實務之參考。 針對在學術文獻回顧中發現的可議論點，本研究也由中外企業個案公司全球策略執行時提出延伸或不同的看法，從個案研究歸納出以六標準差成功變革企業成功經驗，以增進學術論文論點的完整性及實證性。 最後，以六標準差策略活動的推動對組織帶來最大化的效益，做為後續學術研究者，或任何企業追求最佳標竿實務的參考。 / Great emphasis is placed upon the complexity and turbulence of the business contexts within today’s managers need to manage changes and align their corporate strategy and policy deployment in a bid for sustainable future. The challenge of global competition, increasingly in its very velocity, paves the way in which any of the businesses must transcend the preconceived legacy system where the change occurs. Visionary leaders usually trigger each change management initiative throughout their hierarchical organization reforms by which applicable management foundations or practices are adapted to new situations. It prevents any business, only through systematically structured change management, from bogging down into the unrecoverable crisis situation, but rather realize their systematically determined patterns of business growth or faster adaptation. This research explores the framework wherein Six Sigma theories and practices are set on the foundation around which the relevant management philosophy and tools are discussed. It is deemed as the most critical factor in which top management leaderships are heavily related to the business performance result and the extent of business excellence achievement. Built upon the debatable issues of management theorems in the literature review, a number of business propositions are made from which we conclude both the foreign and domestic case companies in this research, in anticipation for constructing a best-fit organization change by virtue of Six Sigma way in a more comprehensive and empirical approach. Last but not the least, the benefits result from Six Sigma management execution are presented in the concluding chapter, by which it will set the examples of the best practices for followers and practitioners in pursuit for Six Sigma philosophy.

本研究之個案公司之經營策略可綜合為下列三點:一、以高品質的設計為導向，嚴格執行全面品質管理(TQM) 的品質政策，建立了優質而高效率的多重客製化服務系統，形成了一套具有產品線廣度與特色的管理模式。二、以商業理論來深入分析本研究之個案公司的管理模式，可以得出在其發展的歷程之中，如何能夠清醒地認識到個案公司生存的整體大環境及局部環境，以企業實際的狀況為基礎，有效運用適當的管理技術和方法，而走上了一條良性而健康的產業道路，首先本研究之個案公司在成長的不同階段，都能夠深入地分析產業的發展趨勢預測與特色，然後有效擬定因地制宜的經營策略，而確實掌握商機，其次依據實際的情況，採用適當的管理技術和方法。三、得益於策略聯盟、團隊合作以及領導階層的適度多角化經營、先發制人的成本降低與關鍵市場市佔率增加的執行力，以多顆引擎繼續全速前進(涵蓋醫療器材相關產品的元件開發、SPA客戶的開發、工廠外移降低成本、經由終端產品來提昇經濟規模等)。儘管以現代先進的管理理念來看本研究之個案公司的經營策略，許多地方還是相當傳統，甚至於相當陳舊，但是本研究之個案公司卻依據此種獨特的管理模式，而能夠在競爭激烈的全球化市場中生存下去。 本研究運用商業理論(The Theory of Business)、客戶訴求價值理論、行銷學、生產營運管理、組織行為學，策略管理等理論、知識和方法，對本研究之個案公司的現狀、自身存在的問題加以分析，並對本研究之個案公司的綜合競爭力加以論證。本研究針對本研究之個案公司的外部和內部環境的分析，為該個案公司設計了發展策略。本研究提出了該個案公司應採取發展型策略的構想，確定了公司發展的策略目標。同時分析了執行策略的可行性，提出了保證執行策略的實際措施。 總結本研究之個案公司的經營策略，本研究得出了下列的結論: 一、企業的外部整體大環境是企業賴以生存的條件，它是企業行為的主要決定因素之一，本研究之個案公司的成功商業模式即在於它能夠適應外部的整體大環境，而做出有效的垂直整合與目標市場的區隔，從而有效整合局部環境和一般認為很難做趨勢預測的整體大環境，持續改善，逐步求精，甚至使本研究之個案公司能夠動態而彈性地適應整體的大環境因素。 企業的內部環境決定企業的生存能力，它決定了企業行為的成效，企業只能根據其自身的實際情況，建立起行之有效的管理機制 才能有效開發內部的潛能，而使得各種資源能夠做最適化的組合和運用，從而有效促進企業的成長和發展。 二、面對形形色色、各種派別的管理理論和管理方式，在許多外在和內在條件都不成熟的時候，企業不能依樣畫葫蘆照抄地加以盲目地引進和運用，最重要的是要有耐心、按部就班，打好企業的基礎，同時依據整體的大環境和企業自身的實際情況，以客製化服務、精簡設計流程、生產管制流程等創新管理方式為核心競爭力，以提高員工素質，具有可行性與適當的設計流程與生產管制流程為基礎，採取既不因循守舊又不急於求成，而最適合本研究之個案公司的管理模式(涵蓋經營哲學、經營方針、生產管制流程、策略聯盟、研發與工程及品質政策、客製化服務、設計流程)，使得企業管理能夠更上一層樓地逐步縮小與先進國家的差距。 到目前為止，本研究之個案公司與國際上眾多的大型跨國企業相比，還相差甚遠，因為在整體上而言，我國的企業大都還只是處於微笑曲線中端的低附加價值製造區塊，而且隨著規模的日益擴大和走向國際化，本研究之個案公司所面臨的將是多層面而且更加激烈的全球化競爭，因此本研究之個案公司在擬定其經營策略與產業分析與趨勢預測時，能夠不斷地有效吸收適合其公司運作的先進管理經驗與商業模式，使其經營策略更朝向現代化導向，決策流程更加系統化，而能夠持久地保持其獨特的競爭優勢。 關鍵字:商業理論、全面品質管理、競爭優勢 / After the World II, all kinds of management techniques have been emerged one after another. Along with the development of science and technologies, especially with the rapid development of modern information technologies, more new and developing managing techniques come out. The enterprises in our country have lagged behind those in the world. The gap behaves not only on technologies, but also on the managing levels. So more enterprises begin to change their old managing styles, and to learn the advanced technologies. However, before we changes, we must solve these problems such as how to choose among the various technologies? Do those advanced ones deem to be effective to us? How to tradeoff and balance between the advancement and effectiveness of the technologies and the management theory? The different choices will lead the enterprises to the different developing roads. So the choice is very important and challenging. Before this challenge, Peter F. Drucker, the great master in managing field, put forward the theory of Business. In this theory he expressed that one organization, whatever it is a enterprise or a non profit organization, before it chooses, it should recognize its existing bases first. Generally speaking, the theory of Business of one organization is made up of three assumptions, that is the assumption of its circumstances, the assumption of its special cooperation and the assumption of its core competence. If these three assumptions can be conformity with the social developing trends, if they can be conformity with each other and if can be learned by every member of the organization, all these key performance indicators will be the key factor of the organization doings, decisions and gains in the future. We can learn from the Theory of Business before making any decisions, every enterprise should know well about its global and local surroundings. Only when its doings conform to the surroundings , then the enterprise would attain positive gains, and those doings also will help the enterprise to develop a continuous improvement process. Otherwise the enterprise can not achieve its goals. Sometimes those doings will even become the obstacles on the roads. In Trolling Group (also abbreviated as Trolling ) has been doing very well in its developing history. Founded in 1995, Trolling Group has been developing rapidly, sustainably and steadily. The successful business model and experiences of Trolling are as follows: choosing the “high quality” as its developing starting point and at the same time executing strictly the quality managing technique of TQM(Total Quality Management); building up a perfect Service system; forming and carrying out a Trolling -characterized managing model of OEC( that is Overall every control and clear). If we analysis the Trolling ’s successful business model and experiences through the Theory of Business, we can learn that during the Trolling ’s development, it can always recognize it’s existing global and local circumstances. Then on the basis of the above conditions and it’s own quality, it carried out the most suitable managing techniques. So it can develop quickly and well. First, during it’s every developing stage, Trolling formulated its strategies on the basis of the analysis of economic circumstances. Second, according to it’s own capability，Trolling carried out the most suitable management methods. And Trolling ’s success came from the special enterprises alliances and cooperation under social surroundings, and its leader’s managing talent. If we analyze Trolling ’s management ways on the basis of those modern theories, many aspects are being old and even out-of-date. But Trolling succeeded. Trolling ’s success is mainly because that it can always basing itself upon its own conditions. We can say that Trolling ’s success is the success under the Trolling -characterized business model、managing circumstances and managing models. Trolling ’s successful business model and experiences is more empowered by innovation and uniqueness than those of many large transnational enterprises in the world. We can learn from Trolling ’s successful business model and experiences as follows: 1. The outer circumstances reinforce the enterprise’s existing conditions. They will decide what one enterprise can do and can not do. The basic point of Trolling ’s success is that Trolling can adapt itself to those outer surroundings. Even after efforts, some global circumstances fit Trolling ’s needs. The inner circumstances decide the results and effects of enterprise’s doings. Only when the managing system is on the basis of the enterprise’s actual conditions, it will be effective and help enterprise to attain its goal. 2. Facing the various emerging managing theories and methods, we should not unrealistically learn and carry out them. We must base ourselves upon the social realities, and choose the most suitable methods. So that we can shorten the lagging gaps and become more systematic and scientific in management practice. Up to now, Trolling Group has become a larger enterprise than before. But compared with those transnational corporations it still will be a very small potatoes, because the competition among Taiwanese enterprises is still on a lower level. In the future, Trolling will be larger and more internationalized; and it will face more serious and intense competitions . So Trolling Group should be customized more modern and advanced managing theories and methods that fit for themselves, so that it can maintain its competitive advantages and sustainable development. Key Words: the theory of Business、Total Quality Management、competitive advantage

This pilot research survey was undertaken as a result of the need to assess the service quality within Higher Education in general and the Department of Management at UWC in particular. This report focuses on the complexities of measuring service quality in higher education. The quality of service delivery within education is becoming more important as the competition for students increases.<br /> The literature was searched to find a suitable measure with a sound theoretical structure. This measure was then adapted for the department.<br /> <br /> In a preliminary way this instrument was then applied to students in the department and initial results are reported on.<br /> The results revealed that undergraduates overall were uncertain in their attitude to the service quality in the department. On the other hand, postgraduate students tended to rate the service quality rather more negatively (p &lt / 0.004). Furthermore there were no gender differences except for tangibles (p = 000.5).<br /> <br /> This pilot study could serve as a pilot study of the service quality in an academic environment. It is the main contention of this report that students themselves should be part of defining quality.

No abstract available.

Within the quality community, quality management is often pictured as and referred to as rapidly evolving and continuously learning by interaction with the surrounding world. In general, an ability to evolve and transform is also seen as most desirable and the only choice for long term survival. In line with this picture, quality scholars, consultants, and practitioners strongly accentuate the necessity and great benefits from continuous improvement as well as systematic collection and usage of facts about what customers really value, to guide such improvement. This is reflected in the exhortations “improve continuously”, “focus on the customer” and “base decisions on facts”, found with minor variations in most modern quality literature. Strong exhortations mainly directed outwards, towards the many leaders and organizations out there. Towards leaders and organizations that still have not grasped the necessity and great winnings from continuous improvement, that are still not fully applying modern quality initiatives like Total Quality Management (TQM).   However, while seemingly being busy exhorting others, doubts have been increasingly raised concerning whether TQM, as currently applied, actually lives up to these exhortations. Does TQM itself continuously improve and evolve? Is the current application of TQM really taking into account facts in the surrounding world about what customers value?   When viewing TQM as a system, as now is commonly done, the problem implied is a lack of system goal fulfillment, questioning if the current TQM system’s structure and processes are really purposeful. More specifically the critics highlight the inadequacy of the current reactive one-sided defect avoidance focus, stressing that defects do not matter much if you are making a product no one wants to buy. What can be referred to as “an obsession with error avoidance” is in fact shown to stifle both innovation and value creation.   As for what the TQM system currently is missing, the shortcoming is often referred to as a lack of focus on Attractive Quality. That is, a lack of focus on a different kind of quality elements, often described as being unrelated to the dissatisfaction expressed, but strongly contributing to the customer’s positive emotions, such as delight. The inclusion and realization of Attractive Quality has been widely emphasized as important and urgent for more than 20 years. However, a more systematic inclusion and realization within the TQM system has remained no more than merely “a vision”. A situation seemingly supporting the argument that TQM really has failed in terms of continuously evolving and improving. An inability to learn and adapt that in the long term will jeopardize the survival of the entire TQM system.   This thesis then aims to move “from a vision to reality” both in terms of exploring the realization of Aattractive Qquality within TQM, and in a wider sense towards realizing the desired state of TQM as truly evolving and alive. In doing so the thesis addresses the three questions of what, why and how the vision of a more systematic creation of Aattractive Qquality creation actually should and could be realized within the system of TQM. Among the results presented in this thesis are a new two-dimensional perspective on Attractive Quality and a re-understanding of the TQM system. The thesis also introduces a new methodology called Attraction Detection Study (ADS) as part of the concluding suggestions about how Attractive Quality could be more systematically created within the system of TQM. / Inom kvalitetsrörelsen beskrivs, och hänvisas ofta till, kvalitetsledning som ett område i snabb utveckling och ständigt lärande i interaktion med den omgivande världen. Generellt ses också en förmåga till utveckling och förändring som mycket eftersträvansvärdt och detn enda alternativetvalmöjligheten för långsiktig överlevnad. I linje med denna uppfattning betonar kvalitetsforskare, -konsulter och -praktiker nödvändigheten och vinsten med ständig förbättring och systematisk insamling och användning av fakta om vad kunder värderar för att vägleda denna förbättring. Detta återspeglas i uppmaningarna ”arbeta med ständiga förbättringar”, ”sätt kunderna i centrum” och ”basera beslut på fakta” som återfinns med mindre variationer i en stor del av den moderna kvalitetslitteraturen. Starka uppmaningar som i huvudsak är riktade utåt, mot de många ledare och organisationer som finns där ute. Mot ledare och organisationer och ledare som ännu inte har förstått nödvändigheten och den stora vinsten av ständiga förbättringar, som ännu inte fullt ut applicerar moderna kvalitetsinitiativ såsom offensiv kvalitetsledning (TQM).   Medan man förefallit upptagen med att uppmana andra, har dock alltmer tvivel väckts huruvida TQM i dagens applicerade form lever upp till dessa centrala uppmaningar. Utvecklas och förbättras TQM ständigt? Tar den nuvarande TQM strukturen verkligen hänsyn till fakta i omvärlden om vad kunder faktiskt värderar?   När man ser på TQM som ett system, som nu ofta görs, är det antydda problemet en brist i uppfyllelse av systemmål som ifrågasätter om TQM systemets nuvarande struktur och processer verkligen är ändamålsenliga. Mer specifikt lyfter kritikerna otillräckligheten i den nuvarande reaktiva och ensidiga fokuseringen på att minska defekter och betonar att defekter inte spelar någon roll om du tillverkar en produkt som ingen vill köpa. Vad som kan hänvisas till som ”en besatthet av att undvika fel” visar sig missleda både innovation och värdeskapande.   När det sedan gäller vad det nuvarande TQM systemet saknar, hänvisas ofta till en brist på fokus på Attraktiv kvalitet. Detta innebär en brist på fokus rörande en typ av kvalitetselement som ofta beskrivs som orelaterade till uttalat missnöje men starkt bidragander till kundens starka positiva känslor såsom förtjusning. En inkludering och ett förverkligande av denna Attraktiva kvalitet har nu vida betonats som angelägen under mer än 20 års tid. En mer systematisk inkludering inom TQM systemet har dock stannat vid bara ”en vision”. En situation som ger visst stöd åt påståendet att TQM har misslyckats med att leva upp till strävan mot ständig förbättring och utveckling. En oförmåga att lära och anpassa sig som i ett längre perspektiv äventyrar överlevnaden hos hela TQM systemet.   Denna avhandling syftar således till att gå ”från vision till verklighet” både i termer av att bidra till förverkligandet av Attraktiv kvalitet och i en vidare betydelse till förverkligandet av idealet av TQM som i sanning levande och i ständig utveckling. För att uppnå detta lyfter denna avhandling de tre frågorna vad, varför och hur visionen om ett mer systematiskt skapandet av Attraktiv kvalitet skall och kan förverkligas inom TQM systemet.   Bland resultaten som presenteras i denna avhandling ingår ett nytt tvådimensionellt perspektiv på Attraktiv kvalitet och en ny förståelse och konceptualisering av TQM systemet. Avhandlingen introducerar även ett nytt arbetssätt kallat ”Attraction Detection Study” (ADS) som en del av förslagen till hur Attraktiv kvalitet mer systematiskt kan realiseras inom TQM systemet.

This paper treat of the support of the metacognitive skills in school teaching. Resources for elaboration of this paper are legislation, framework educational programs, specific concepts for development of learning and principles of total quality management. The outcom of this paper is specific model of teacher's self-management.

The Malcolm Baldrige Education Criteria for Performance Excellence outline effective practices and core values that have assisted businesses, health agencies, government institutions, and several school systems in the United States to improve performance within their organizations. Recent studies of school districts from across the nation have indicated some degree of success with implementation of the Malcolm Baldrige Education Criteria for Performance Excellence. This phenomenological study of principals' experiences with implementation of Quality in Education (based on the Baldrige Education Criteria) within the Calcasieu Parish School System answers the question: What are principals' experiences with the implementation of Quality in Education? Data were collected through individual interviews and questionnaires. Participants included ten principals who had been engaged in this district implementation effort for at least three years, as well as their administrative directors. Transcription, coding, and analysis resulted in emerging themes and key findings, which were organized as benefits and barriers to implementation of this school reform initiative. Benefits were identified as data-based decision-making and use of student data binders, a narrow focus and working smarter, not harder, and increased student responsibility for learning, parent communication and faculty input. This was accomplished through district support with professional development and the work of Quality mentors. Barriers were identified as teacher turnover and continual training of new staff, implementation of other programs, lack of faculty buy-in, and time. This study informs the literature of implementation issues with school reform initiatives.