Abstract To pursue continuous growth, enterprises have to draft out various development strategies of their operation management. Nevertheless, whether the development strategies can achieve the co-understanding and supports from the members of the organization and whether they can be really executed have to depend on systematic methods for implementation. Balanced scorecard is a kind of management system that makes the organizational strategies realized. It was originated from the balanced scorecard of the United States in 1990. It emphasized that the assessment standards for the performance on the four aspects of an enterprise (the aspect of finance, the aspect of customers, the aspect of internal procedures, and the aspect of innovation and learning) should be originated from their strategies, and should be linked with the rewarding system of the enterprise. It referred that balanced scorecard is not merely a performance assessment system, but also a management tool linked with strategies and rewarding system. This research takes the case of a company, being a distributor of high-technological material, as an example to understand the structural process of its embedding of ¡§balanced scorecard.¡¨ Secondly, through evidential analysis, we can understand the high- and low-rank staff¡¦s different extents of agreement to balanced scorecard ever since it was embedded in the company. Finally, according to the analytic results, the research points out the relevant problems encountered in the process of embedding and gives suggestions, which can be a reference guide for the analyzed company and other companies planning to embed balanced scorecard. The conclusions of the research are as follows: In spite of having received guidance from a professional consulting company in the embedding process of a series of organizational reform plans, the analyzed company was confronted with a lot of problems over the promotion of balanced scorecard. This is closely related to the enterprise culture, value judgment, organizational climate and leadership style deeply cultivated in the company for a long time. Therefore, it is not a problem of system itself, but a problem of execution. Apart from supporting the promotion of the system, high-rank and leading grades should hold positive attitude and take initiative action to participate the promotion of the system, and cultivate correct enterprise culture, value judgment, organizational climate and leadership style. In this way, the implementation of the system can be sustained continuously, and the future value of the enterprise can thus be created.

The theme of the thesis is a verifying framework for balanced scorecard or multi ¡V dimensional managerial indicators . The verifying framework consists of seven major modules , TETRAD , and LISREL . The seven major modules are mission-strategy-module,factor-analysis-module , dimension-indicator-module,principle-component- analysis-module,canonical-correlation-module, game-theory-module,and performance-vector-model. The verifying framework takes advantage of knowledge or tools of vector analysis, multivariate statistical analysis , game theory , fuzzy sets , and multiobjective decision making . The thesis hopes to offer a preciser quantitative verifying framework for balanced scorecard or multi-dimensional managerial indicators .

ABSTRACT The domestic economic activity has been still in recession for several years. Besides moving outwards, the enterprises gradually decreased predominance in competition and are obliged to try every endeavor to find out any of proper management system. Hoping via applying diversified thinking model and managing skills that could revive the enterprises. Firmly, improve the management performance and promote the competence. The Balanced Scorecard¡]BSC¡^,a new management method, has been presented in such an occasion¡]by Kaplan & Norton in 1990¡^.This management system starts from erecting the company¡¦s vision and mission, further to choose his own strategy. However these strategic targets are planned to form a strategy- map, which consisting of four dimensions. Moreover in each dimension respectively to have various Key Performance Index¡]KPI¡^and those KPI will drive future performance -evaluation-indicators. Precisely speaking that BSC can transform the strategic targets into practical actions. As BSC can link strategy with execution, evaluation and learning to be a feedback loop so that performs to test strategy and adjust it to conform to the variation of external environment. Finally a company, which has applied above system will form a high-performing organization. This case study is based on the biggest domestic integrated stainless steel producer. Reviewing its constructed procedure of introducing the BSC and comparing its actual performance data of before and after applying of BSC system. At the same time, reconfirm by analyzing the outcome of questionnaires & visiting data. Hopefully, to prove applying BSC is an effective way to improve management performance. About this section, first of all, referring to data collection, to collect the questionnaires which are respondent from all of department managers and customers of case company. Secondly, to choose specific top managers of main departments of case company for deep visiting- survey. Finally, to analyze above data and get the following conclusions: 1. There are still some unrevealed problems existing in case company after the analysis of data acquired. 2. There is an only effective way to promote management performance that should be under a combination between monitoring KPI and incentive system. 3. The BSC can promote the management performance indeed. This study can offer a reference for other related steel producer or other enterprises to adopt the BSC in future. Absolutely, to construct such a system could make company act efficiently response against the impacts resulted from the fast variation of external environment and no doubt that could keep the management more flexible and more competent forever. Keywords: Balanced Scorecard Management performance Key performance index

More and more managers understand to succeed the enterprises, beside the touchable products and untouchable service; they must have well management processing and knowledge management, therefore, the organization can keep to develop the predominance of competition and fit the variable competitive environment in today¡¦s market. Facing the threat from competition and market fast changing in 21 century, enterprises have to get more information to overtake the competition and always on top in the variable market environment. Therefore, enterprise must have quality of high market orientation, and use knowledge management to help enterprise collect correlation information to strengthen the market orientation of enterprises. This research is from the customer¡¦s demand aspect, to realize customer¡¦s actual and potential demand, and combine with the necessary of customer¡¦s daily use, to be the important member as the activities of creative customer value. This study is to take Applied Materials as a case study to evaluate its importance in Wafer Fab Equipment Industry. It based on the theory and perspectives of Balanced Scorecard to analyse its strategy map. My research will analyze how companies survive successfully with their unique core competence in the fast-moving and competitive global market. As a company, our customer¡¦ business results comes first. It is important that we continue to harness our innovative technologies to improve productivity and to offer irreplaceable product values that exceeding customer expectations. Identifying customer needs, in order to provide appropriate products and service. The company strongly facilitate the development of sound local industrial infrastructures so that the industry chain in which we operating will continue to grow and flourish. Theses are the leadership philosophies and value systems typical of a successful corporation. Discussion on the competitive advantage and strategic management of individual local spare parts suppliers present an insight to the adoptive strategic methods these companies employed to stand strong in this ever changing, competitive market. Economic environment will be a big impact on semiconductor industry. In the future in order to survive, semiconductor equipment industry in Taiwan need to approach to get access to their customers and the market.

In this thesis, we propose a miniaturized LTCC balanced filter that integrates bandpass filter (BPF) and balun. In order to reject interferences, we have the transmission zero of out-band by extra capacities and inductances in the prototype of Second-Order BPF. On the other hand, we miniaturize the balun by revising the length of couple-line with four shunt capacities. The practice size of the miniaturized balanced filter is 2.0mm x 1.25mm x 0.95mm.The insertion and return losses are less than -2.5dB and -20dB over operating frequency band, respectively. The phase difference is less than 5 ¢X, and the amplitude difference is within -0.5dB in operating frequency band. The size is the smallest in the similar commercial product and relative journal.

National Health Insurance (NHI) is more than 13 years in Taiwan. The NHI paid medical fees to service providers on the basis of "fee-for-service" in the beginning. However, the cases numbers were increased by health providers for erned more money. Besides, it was very difficult to review the cases. The health capital expenditure was increased gradually. The Bureau of National Health Insurance took a serial measures to finance control, such as ¡§case-payment¡¨, ¡§self-management¡¨, ¡§hospital excellence program¡¨ and ¡§global budget reimubursement system¡¨. But the medical needs elevate due to the life quality and life expectancy increased, unbalance of payments is very serious¡COur government began to investigate the excellent ¡§diagnosis related group payment system¡¨ which carried out in America and other OECD countries for many years. The prospective payment system made medical costs more easily control. Though Taiwan diagnosis related groups was finished and was revised to the third edition on the basis of experts consensus during many times of discussion, the exacted time of execution is delayed again and again. Mainly in Taiwan medical league doubted and blocked the new measure. Moreover, people worried about would become medical garbage because health institute refused critical patient owing to DRG fixed payment or few percentage additional charges, especially in medical centers. It might decrease the examination items and compromised the patient rights and quality of medical care. Eeverytimes when NHI implemented new measure to control medical capital expenditure, it resulted in some degree damage to medical institute in fact. This study analysed the regional hospital income and the difference of implementation DRG by major diagnosis categories and sections in 2006 and 2007 with BCG model. The hospital begame to promote DRG payment system in 2007, compared to 2006, may simulate the difference after implementation of DRG. We also compared the medical performance and medical care quality of 2007 to 2006 to simulate the difference after implementation of DRG. The thesis reviewed the results of execution DRG in others countries and summarized some experts and scholars advisement abut the impaction of DRG carried out in Taiwan. At last, we interviewed to the department directors about the opinions and suggestions of DRG in-depth and addressed the responsive strategies and balanced scorcard implementation¡C DRG payment system was proved as an excellent measure by others countries. It could control the medical cost effectively and did not compromise medical care quality. There are several measures, including ¡§global budget reimubursement system¡¨, ¡§case- payment¡¨ and ¡§fee-for-outcome¡¨in Taiwan. Is the result of DRG implementation in Taiwan diffierent to other DRG countaries¡HOur conclusions are implementation DRG may not damage to hospital finance and medical care quality may decrease a little in the first time. For checking on medical care quality critically, it is necessary for hospitals and Bureau of NHI to set up peer review organization

<p>När man läser om olika managementkoncept kan man ibland få uppfattningen om att de är lösningen på många av de problem som organisationer upplever sig ha. Ett av dessa koncept är balanserade styrkortet som kan användas för styrning av företag på både strategisk nivå såsom på operativ nivå. Resultatenheter som bedriver ekonomistyrning enligt traditionella formella styrmedel och som försökt implementera det balanserade styrkort har troligtvis någon gång upplevt att de hamnat i konflikt med de finansiella krav som organisationen ställer. Vidare tycks det finnas en övertro på att det balanserade styrkortet ska vara anpassningsbart för varje organisation i varje situation samt att det har en positiv effekt på det ekonomiska resultatet. Nödvändigtvis behöver ett införande av ett balanserat styrkort inte innebära att styrning av en organisatorisk enhet förbättras.</p> / <p>When reading about different management concepts one can sometime get the impression of that they are the solutions to many of the problems that organizations experience. One of these concept is the balanced scorecard that can be use for steering<em> </em>a company both on a strategic level as well on an oprerational level. Result unit which take usage of economic steering according to formal means of controll and that have tried to implement the balanced scorecard have probably sometime experienced that they have come into conflict with the financial expectations that the organization have put up. Furthermore, it seems to be a belief in that the balanced scorecard should be suitable for every organization in every situation and to have a positive impact on the financial result. Not necessarily can an implementation of a balanced scorecarad mean that steering of a result unit is improved.</p>

<p>Background:</p><p>After immense criticism, the Swedish government requested an investigation concerning</p><p>the construction industry. The report concludes that the inactive competition within the</p><p>construction industry entail that the industry continuously delivers the same products, in</p><p>the same way. Gabrielsson & Lutz (2002), states that the market condition and the long</p><p>history of static competition within the construction industry has led to low productivity,</p><p>high consumption of resources, large influences on the environment, higher costs and a</p><p>lack of qualified labour. The construction industry is now dealing with an increasing competition</p><p>and evidently decreasing subsidies from the government, that will continue to influence</p><p>the construction industry, and the companies, which therefore must work hard to</p><p>sustain and increase their competitive advantages.</p><p>Purpose:</p><p>Describe how a construction firm could integrate the strategy with the operative work on</p><p>the project level in order to sustain and develop their competitive advantages in a growing</p><p>competitive environment, by implementing a balanced scorecard (BSC).</p><p>Method:</p><p>Since the problem and the subject are complex and vast, the authors started the research by</p><p>study a wide range of literature, articles and journals. Three interviews were made with a</p><p>project leader working at the site, operative level, and two managers working on the strategic</p><p>level, in the line organization above the project leader. With this selection the authors</p><p>aimed to see whether the three experienced the organization and strategies the same way.</p><p>Conclusions:</p><p>The authors have concluded that NCC needs to go from being a very decentralized organization</p><p>to be more of a centralized one. The centralization concerns purchase, coordination,</p><p>industrialization, and project selection. The strategy has to involve all of these factors. NCC</p><p>needs to coordinate the retention of knowledge and newly found solutions. They also need</p><p>to have continuing processes of development and improvement concerning this retention,</p><p>which in favourability should be located on a national level. This could raise NCC’s</p><p>chances to achieve increased efficiency, decreased costs, better quality and environment.</p><p>The authors further believe that NCC needs to strengthen their focus on industrialization</p><p>on a national level, while letting the project organizations act as its own company. Every</p><p>project is unique and therefore NCC needs to learn from all projects in ability to see the</p><p>possibilities and enlighten the problems in all types of projects. If not, the large-scale production</p><p>benefits could be missed out.</p>

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