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Does school accountability pressure improve school quality?Hanisch Cerda, Barbara Luisa January 2017 (has links)
This dissertation evaluates the impact of accountability pressure on a context where there is school choice. The Chilean context provides a unique opportunity for this purpose since it constitutes a system with school choice since the 1980s and since 2008 there is a policy that introduces a means-tested voucher that introduces incentives to schools to improve their performance. Under this policy, schools are classified based on students’ test scores and other school factors (such as teacher evaluations, approval rates, retention rates), and are linked to punishments and rewards. I assess the impact of accountability pressure on outcomes that have consequences attached (high-stakes outcomes), and other outcomes that may reflect the quality of the school but do not have direct consequences attached (low-stakes outcomes). I use a fuzzy regression discontinuity to estimate the effect of receiving different school classifications on high-stakes test scores, low-stakes test scores, school behavioral responses, and student and teacher body composition. Estimates of the effects on 4th and 8th grade math, language and science are never significantly different from zero. There is also no evidence of parental or teacher response.
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Organizational health in a sample of Hong Kong secondary schools implications for school administration /Go, Cheung-ngai, Alfred. January 1987 (has links)
Thesis (M.Ed.)--University of Hong Kong, 1987. / Includes bibliographical references (leaf 93-98). Also available in print.
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A study on project team organization for a company with flat functional department framework - A case of Formosa Heavy Industrial Cogeneration DepartmentHuang, Hsien-hui 12 July 2010 (has links)
Abstract
Functional organization is nowadays the most common form of business organization structure, the company's department was established in accordance with business function and forms a pyramidal structure of organization, and this is the so-called traditional organizational structures. This organizational structure has the greatest advantage of the easy control and more accurate on the budget and cost calculations. In such functional organization structure, its main disadvantage is too slow in responding to condition changes and this reaction need interdepartmental coordination. If the environment changes faster or technology is a non-routine and interdependent, then the phenomenon of longitudinal decision-making information overloading and senior decision making slowly will take place. In such an organization, everyone used to wait for a high-level decision and lack of horizontal linkages and solve problem autonomously.
Formosa Plastics Goup is a flat functional organization. Formosa heavy industrial is a subsidiary of Formosa Plastics Group, established in 1991. The main business of Formosa Heavy Industries Corporation in recent years has been changed from undertake co-generator power plant for group in-house company to undertake overseas cogeneration power plant turnkey projects. In order to make the project execution more efficient on integration, management and accomplish project per contract specified schedule, specification, quality, performance and under budgets, Formosa heavy industrial tried to execute project by means of project organization. But the power and responsibility of functional unit are often more obvious than project team, result in the project team was unable to implement the project of the desired performance.
This research expects to know how large engineering companies organize their project teams and how good their performances are by investigating the characteristics and advantages of the project organization. Besides, expert interviews are conducted in two major engineering companies, GIBSIN Engineers, Ltd. and CTCI CORPORATION. And through the in-depth case study on corporate environment, corporate culture, enterprise system and the department characteristic, it is recommended that Formosa Heavy Industries Corporation Co-generation Department had better to take Matrix project organization. Formosa Enterprise system is given responsibility and authority according to its functional organization of vertical schema, inevitably, the project manager could not given formal authority that is departed from the established system of the company. The actual practice is to incorporate project manager into the decision making procedure of each functional division regarding of the project. One of the reasons is that the project manager can fully grasp the progress rates of various functional departments.Secondly, the project managers can follow the project implementation point of view to involve in the decision-making on the implementation of operations appropriately and Immediatly. Finally, this research recommends that the implementation would be required to the environment, organizational culture, interpersonal relationships, and information flow so can enhance the effectiveness of project execution.
Key words: project management, project teams, functional organization, project organization.
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The research of network relationship of matrix organization within a global project - An example of Advanced Semiconductor Engineering Inc.Wu, Jia-ming 11 August 2005 (has links)
More and more companies have expanded their activity to other countries due to globalization. Therefore, effective management of multi-national project has become an important ability for company development. Many companies choose the matrix organization as they design the organization of multi-national project, and past studies mostly focus on the design and management of matrix organization. However, the management of network relationship inside and outside the organization plays an important role for the success of project. The management of project relationship becomes more and more complex when it comes to multi-national organization.
This research explores the network relationship of matrix organization within a global project. Through a representative project selected from a multi-national company, its¡¦ organization network and project management was studied. The management of network relationship inside and outside the organization includes: (1) Management between functional organization and project organization, (2) Organizational self development, (3) Stakeholder management.
This research uses case study as the research methodology and studies issues concerning the project network relationship management. Network relationship related issues were identified and compared to key points indicated by literature; then the relation chart was determined accordingly. Finally, the key point for future development of project organization was suggested.
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The study of Organizational Innovation and Human Resource Managementwang, yiwen 06 January 2006 (has links)
Abstract
Innovation is a successful key of enterprise in the new generation, and enterprise creates extraordinary value by keeping innovate. Thurow(1996)pointed that mental industry will be the mainstream, and enterprise capability to innovate and use the mental ability is the key to get the competitive advantage. It means enterprise¡¦s assets shifted from the visible resources to the invisible assets, for example, intellectual capital and human capital. This transformation appears the important of human resource and leads the enterprise to pay attention on human resource management. As the reason, the enterprise¡¦s important issue is how to construct the human resource system for enterprise innovation needs and build the innovative culture.
This study is using the case study approach. The main propose is analyzing the human resource practice of the prize innovation enterprises, how strengthens the organization innovation capability, and assisting the enterprises achieve the goal. This research also want to find the human resource practice to fit the different innovation flied, and conclude the innovative culture for prize innovation enterprises. To this propose, this research conclude the following result by interview material and literary.
1. Organizational innovation capability with different innovation flied for successful enterprise to innovate.
1.1 Successful product innovation depends on organizational market cognition capability, R&D technology capability, and cross-functional integration capability.
1.2 Successful process innovation depends on organizational R&D technology capability.
1.3 Successful marketing innovation depends on organizational market cognition capability and cross-functional integration capability.
1.4 Successful manage innovation depends on organizational cross-functional integration capability and financial capability.
2. Organizational innovative culture for the successful enterprise to innovate.
2.1 The input of innovative culture depends on the enterprise value emphasized, the leader support, and the resources give.
2.2 The process of innovative culture depends on well communication, clear authorization, and the staff to participate in.
2.3 The output of innovative culture depends on organization learning, try and error, and different thinking.
3. Concluding the human resource practice with different innovative flied for enterprises to innovate.
4. Concluding the human resource practice for enterprises to enhance different organizational innovation capability.
5. Proposing ¡§the innovative strategy map¡¨ as a practice guide in human resource practice.
These results provide innovation enterprise not only to enrich organizational innovative culture, but also to enhance the organizational innovation capability for different innovation flied by operating the fit human resource practice. With this fit human resource practice, enterprise can have the biggest innovation achievement in different innovation flied.
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Transformational leadership,organization culture,and job satisfaction-take newspapermen of Kaohsiung area as examples.Wu, Yaw-Kuen 11 August 2006 (has links)
News media organization vacillates and hesitates among high competition, commercialization and social public tools in the capital circumstance in Taiwan. The organization culture of the media, the executives¡¦ leadership style often influence yard stick and direction that the news edits and interviews virtually. It also influence organization members¡¦ job satisfaction, even about value judgment of the people. its influence is enormous.
Therefore, besides pursuing profits, how media executives adjust the existing organization culture structure, to lead the reporters to reach tactics and the goal that the organization set up and to improve newspapermen¡¦s job satisfaction, become media executives¡¦ important topics. Media executives must think deeply about the important subject.
This thesis regards newspapermen as study subjects through questionnaire investigation to collect relevant materials. Three researches such as exchangeable leadership, organization culture and job satisfaction carrying on the research of dependence, that the executives are using to probe into the newspapermen of Kaohsiung area relationship between exchangeable leadership and organization culture, and how to influence the reporters' job satisfaction. The results of study show:
1. In demography variable items, including sexes, service ages and monthly pay in job satisfaction, reach significant standards.
2. The transformational leadership has positive influences on job satisfaction and reaching significant effect. The transformational leadership has positive influences on innovative culture and supporting culture and reaching significant effecy. The innovative culture or supporting culture have positive influences on job satisfaction and reach significant standards.
3. Interfered by innovative culture or the supporting culture, transformational leadership will strengthen positive influence on job satisfaction, and reaching significant effect. Under interfered by for hierarchy culture, exchangeable culture is not obviously influenc on job satisfaction.
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The research study on the relationship between the human resource policy and the success of localization of managers for Taiwan companies with subsidiaries in Mainland China by means of organization trust and culture difference as moderatorsLi, Shu-Na 04 February 2007 (has links)
In the past research studies, we found that most researchers focused more on the process, degree or factors regarding the localization of managers. They did not further find out what the key success factors are if a company really wants to pursue the success of localization. Therefore, this research is focused on the key success factors of localization and organization performance of Taiwan companies with subsidiaries in Mainland China from the perspective of human resource management. Here we use culture difference and organization trust as moderators.
Sampled by the subsidiaries of Taiwan companies in Mainland China, the research was conducted by questionnaire survey. The conclusion we drew from analyzing 107 effective questionnaires are the following: First, human resource development and the direction of expatriate have a positive impact on increasing the quality and quantity of local managers. Second, considering organization performance, human resource development has a positive impact on non-financial performance. Third, human resource planning has a positive impact on the success of localization in terms of culture difference. Finally, human resource planning, the interaction between managers and employees, and the trust which a manager places on an employee plays a positive role on improving the quality and quantity of local managers.
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Influences on the Work Quality and Life Satisfaction of the Staff in the CMA caused by the Organizational ChangesTang, Erh-cheng 05 June 2007 (has links)
Abstract
With respect to the combining program of ROC Military Academy, Naval Academy, Air Force Academy, the ROCMA has been conducting organization transformation and personnel downsizing since 2005; however, due to the time constraint, the rashly conducting of those works mentioned above has caused sense of instability and pressures to most of the school staff and faculty members. Besides, it may also affect the work quality and living contentment of the school staff and faculty members.
This research, The Effect of Organization Transformation to the Work Quality and Living Contentment of the Organization Members, is focused on the school staff and faculty members of the ROCMA. It discusses the correlation between the organization transformation, the quality of work and the contentment of living, in order to provide the policy making element the references in making the follow up organization transformation policies avoiding the loss on the quality of work and the focus of living; therefore, the transformation policies could be implemented along with the improving of organization performance and the achieving of mission objectives. Through the focus group interview and questionnaires design, the following results are found, and they could be applied to the plan and personnel sections as references:
The research is focus on ROCMA staff and faculty members besides general officers. 400 surveys were sent out, and 362 of them are valid, so the valid survey return rate is 90.5%. The results are: 1) The variables of organization transformation and work quality are positively correlated. 2) The variables of organization transformation and the contentment of living are positively correlated. 3) The quality of work and the contentment of living are significantly correlated; in which, the quality of work is positively correlated with the contentment of living in the aspects of work autonomy, work significance and work versatility; in the aspects of work feedback and work developing, however, the correlation is not significant. The contentment of living is positively correlated with the work quality in the aspects of organization rules, group relationship, job security and work reorganization; in the aspects of work environment and welfare though, the correlation is not significant. The suggestions according to this research are as follows: the simplicity of transformation process and the management theory should be combined for the research object during the transformation period in order to increase the efficiency, minimize redundant works, and avoid lobbying for jobs so that every jobs can be took by suitable person; finally, the way to reach the perfection and increase transformation efficiency with all the organization members¡¦ expectation is to correct exactly all the problems found during transformation period.
Key words: Organization Transformation, Organization Transformation Awareness, the Quality of Work, the Contentment of Living.
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A Study on Relationship between Organizational Identity and Knowledge SharingWu, Li-Hua 27 June 2007 (has links)
Abstract
The advent of knowledge economy era signifies the importance of knowledge, and knowledge management is drawing great attention. The success of knowledge management depends on the willingness of employees to share knowledge. This research studies whether organization support and social support will affect employee's commitment to organization, and whether more commitment will make employees more willing to share knowledge for the benefit of the organization. Furthermore, this research will verify the mediating effect of organizational commitment on the interaction among organization support, social support and knowledge sharing willingness.
This research uses questionnaires for experiment and verification, total 550 questionnaires are sent to traditional manufacturer and communication service companies located in Southern Taiwan, which are randomly selected from the top 1000 manufacturers and the top 500 companies according Business Week 2006, and 486 questionnaires returned. The effective questionnaires return rate is 88.4%.
The results of this research is following:
(1) The profession support and mission support had positively effect to the organization commitment, and the first had more effect than the second.
(2) In the society support, the emotional support and the tool support had positively effect to the organization commitment, and the first had more effect than the second. Also the supervisor's support had more effect than the family and friend's support.
(3) In the organization commitment, emotion had positively effect to the knowledge sharing willingness, but the persistent promise did not.
(4)The supervisor and senior employee had more organization commitment and knowledge sharing willingness than other employees.
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The analysis of person-organization culture fit and no-turnover intention Using data from employees of Chinese Petroleum CorporationLiou, Jiuun-Chang 15 July 2000 (has links)
Abstract
This article brings together some themes in organizational behavior: (1) the application of ¡§Q-sorts¡¨ approaches to assessing person-organization culture fit. (2) Analysis of interaction in no-turnover intention with person-organization culture fit. (3) Analyses of interaction in no-turnover intention with organization commitment and job satisfaction. Using data from employees of Chinese Petroleum Corporation in Taiwan.
We used an instrument for assessing person-organization culture fit. The instrument is Organizational Culture Profile (OCP). Results indicated that no-turnover intention was predicted by person-organization culture fit, Organization commitment and job satisfaction, And also by their demographic similarity of age, curriculum, job position, family etc. But have negative relationship with educational level.
Finally, results suggested the top management of CPC. They can create some good culture for competition in business, than manage most employees of CPC keeping in low turnover intention by good level of person-organization culture fit.
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