ABSTRACT With Balance Score Card and Strategy Map is it construct organization, linking and constructing to the financial affairs finally, its structure is causality that each perspectives with straightforward thinking . However, the operation of organizing is a system with complicated trends , have characteristic of non-linear , causal feedback , time delay between all strategy goal, use the method of System Dynamic, contribute to distinguishing the causal feedback of the complicated system, combine it with BSC, very auxiliary BSC foundation of causality under index, this has contribution to the using effectively of BSC very much, namely systematic dynamics is a handy tool that auxiliary enterprises drafted and carried out the strategy. Purpose that this paper studies: (a)Use the system dynamics method, the Strategy Map of learning and growth perspective key element the characteristic of nonlinearity , time delay in simulation, find out the staff and does not admit that learning and growth perspective the reason why the strategy carry out the activity , offer a policymaker to consult . (b)Inspecting the strategy map, the ones that probe into learning and growth perspective the strategy and internal business process are linked with the merger situation, do the basis of the strategy in order to revise and improve learning and growth. (c)Negative feedback loop produced with the dynamics method experiment simulation system operation of the system, offer a whole system to a administrator to think , make the right and best decision . Through the system dynamics method experiment simulation result: (a)By the question that negative feedback loop produces, forced learning and growth the strategy of perspectives , it is limited to benefit what has been organized the performance, strengthen learning and growth the way where the strategy of perspectives do not solve the system problem . (b)The strategy map of construction organized, but by using the system dynamics method, in imitating the course of the dynamic mechanism of the strategy map , give consideration to the strategy map other perspectives close linking (alignment ) and combining (integration ) wholly, reduce wrong decision, avoid wasting and organize resources to consume manpower time emptily. (c)Learning and growth strategy should carry out by department determine with perspective execution track casing that performance link closely while being other independently each to learn , prevent the staff at the basic level from regarding learning and growth the execution activity that perspective as surplusly, become a mere formality.

Due to Cable-TV by special permission with high restriction and monopolize that the customers forced to accept without choices. The result of customer satisfaction inquire unable to understand what¡¦s the enterprise real needed and expect of customer. Formerly scholar research of relationship and interaction between customer satisfaction and enterprise by using inquire tools and result for strategy. But, That¡¦s not only one condition to judge the customer satisfaction. Such as channel content, network quality, manner of customer service ¡K etc. The multi condition to judge of customer satisfaction for the enterprise. Because, Every condition has causality of an event or a situation. It¡¦s not easy to explain the complicated with time delay. The system thinking will be solved such as this case In my research. The purpose of research : 1. Using BSC(Balance Score Card) and strategy map for case analysis in my research and find out what¡¦s critical problem in this case. 2. Using SD(System Dynamic) to simulation what is causality between system and customer satisfaction. The simulation result will verify with real system and provide for decision.

This study examines how the adoption of transformational leadership by the patriarchs in GCC elevates learning, innovative capabilities and competencies of employees to deliver differentiated products and retain competitive advantage. It aims to explain how the adoption of the following attributes allows a patriarch in a family firm to abandon autocratic practices, attain performance excellence and sustain growth: To explore the above, mixed method of research is used. It leads to the utilization of a questionnaire and indepth interview schedule. It facilitates the use of a Survey of 179 respondents and an interview of 12 participants. Multiple Regression Analysis and Content Analysis are used to assess the validity of the data obtained from the responses. The findings of the study reveal that the patriarchs in family firms realize the importance of embracing transformational leadership qualities to change and connect to employees emotionally, win their trust and loyalty. Focus these stimulates their passion to mentor employees, encourage creativity, demonstrate admirable behaviour, display of convictions, articulate vision, challenge assumptions, encourage creativity. The findings also clarify that over reliance on such leadership qualities may not help patriarch and family firms in the GCCC. Such reliance breeds a false sense of power and leadership, weakening unity of command, and promoting indiscipline and disorderly actions. They dampen collective competence and impair the desire to act in time and attain goals set. Such failure constricts abilities of family firms to compete and sustain growth in the region. Finally the study highlights the necessity to control such weaknesses. The motivation to alter these leads patriarchs to adopt transactional leadership qualities, namely contingent rewards and management-by exception, in conjunction with transformational leadership qualities. Their combined application influences the passion of employees to pursue judicious innovation, orderly measures to excel, surpass benchmarks set, compete and establish leadership in the GCC.

從設計、材料、製造到管理的品質是追求卓越品質的關鍵成功因素，而卓越的品質產品是能夠留住顧客的重要因素之一。 本研究借由對個案公司的深入訪談與分析，整理近5年來品質績效資料及訪談的結果，依重要性與急迫性四象限分類，確認問題的所在，再作深入的設計、材料、製造及管理品質的要因分析。在面對未來更為競爭及多變的環境下，經由波特的五力分析模式，探討零組件產業的競爭環境，同時運用優勢、劣勢、機會與威脅的相互交叉，分析個案公司所在的產業環境，找出面對的問題與挑戰，以調整品質保證策略的方向。因本研究採個案研究方式，主要結論如下： 一、電子零組件專業製造廠商的品質保證關鍵成功因素為： 穩健性產品設計的品質工程能力、專業的製程工程能力及快速的改善效能、良好的供應商、變異小(5~6 sigma range)的材料、專業的一流管理及工程人才、及健全的品質系統。 二、從個案公司的經營使命「環保、節能、愛地球」，因應國際品質保證標準及環保要求的分析來看，個案公司已經主動提昇系統品質的策略，將品質系統提昇到「對社會負責的企業」，並積極投入「綠色設計」的產品研發。 三、品質保證策略是整體性的，要達到品質產品的目的，個案公司運用同步工程同時從設計、製造、材料及管理去努力。 個案公司的品質保證策略，是以六標準差（6-Sigma）為主要改善工具，精進設計及製程的DFx並相互檢討，並導入在品質系統中，以達到零ppm 的境界。 四、良好的供應商、及品質穩定且變異性在合理的一定範圍裡的原材料，對個案公司的品質及供應商管理的成本有非常密切的影響，選擇具有良好競爭力的供應商、再有完善的供應商管理制度及真正落實執行供應商的獎懲，是確保供應商材料品質及個案公司的品質產品的最佳手法。 五、好的經營使命、好的政策理念、好的策略、及完善的管理制度及流程，一定要有一流的人才及有效能的組織去落實，因此，個案公司必須積極的規劃執行「人才培育」、外聘管理及工程的國際化「專業經理人」，同時對於品管組織應予以獨立，以便能徹底執行品質保證的要求。 卓越的設計、材料、製造及管理品質，可透過平衡計分卡的顧客滿意度來確認，而內部的績效，經由財務面的品質成本，作業流程面的直通率，以及學習面的六標準差及DFx成果來驗證品質保證策略的方向是否正確。 關鍵詞：品質保證、關鍵成功因素、綠色設計、平衡計分卡、六標準差