【研究緣起與問題】2003年春季，SARS在全球造成一陣轟動，同時也重創全球的經濟，如今SARS會不會再來？政府如何因應？政府如何監測疫情？如何防治疫情？如果SARS等新興及再浮現感染症 （Emerging and Re-emerging Infectious Diseases）出現時，負責全國傳染病防治任務的行政院衛生署疾病管制局是如何作好全國傳染病防治工作呢？中央及地方主管機關之溝通，如何共同消除指責與誤會，發揮團隊精神，如何共同作好全國傳染病防疫任務，爭取公眾對政府之瞭解並加以支持，同時防止任何可能之攻擊，才是全民之福祉。故以「全國傳染病通報系統」的績效，其所仰賴之溝通通路之問題研究，是本研究的動機。了解「傳染病通報管理系統(WEB版)」最大的問題及新興傳染病（如SARS）防治通報的問題及「傳染病通報管理系統」最需要改進之的地方，是本研究的目的。 【研究方法與資料】本研究採取量化與質化並重的方法，以網路問卷方式的進行問卷調查，問卷對象為全國使用傳染病通報管理系統之相關人員，問卷問題內容的設計主要的型式含有開放式問卷（Open –Ended Question）、封閉式問卷（Close-Ended Question）及混合型問卷（Mixed Question）三種。同時以九十二年針對新興傳染病SARS期間為例，深度訪談當時任職於中央與地方負責傳染病防治權責具代表性者五位主管進行訪談，瞭解受訪者對新興傳染病如SARS防治的問題及「傳染病通報管理系統」最需要改進之的地方，以彌補問卷調查法無法深入瞭解到問題之缺點。 【研究結論與建議】 一、根據筆者初步研究經問卷的實證調查之後，從問卷分析資料顯示，使用者使用電腦的時間愈久，對以新版為溝通工具滿意度愈低；而愈瞭解通報系統的使用者，其以新版為溝通工具滿意度愈高，愈滿意新版改進之電腦網路溝通效果。顯示新版的通報系統在設計的操作介面與程序上，沒有人性化，作業內容繁多、需輸入的項目、資料太繁瑣、版面太繁瑣等，反而徒增使用者的困擾；而愈瞭解通報系統的使用者，其對新版的滿意度越高，表示對於使用者在操作上的教育訓練仍須加強，才能發揮新版通報系統的成效。 二、從敘述統計分析中發現： 受訪者對「訊息異動通知作業流程滿意」的使用滿意度的平均數最高，平均數為2.8095表示：較為滿意。「通報作業流程滿意嗎」的使用滿意度的平均數最低，平均數為2.3934，受訪者表示：較為滿意。以新版為溝通工具整體溝通滿意情形，平均數為2.558滿意。 三、開放式問卷分析資料顯示，花太多時間、速度太慢、網路的頻寬過窄又不穩定或無法登錄、作業內容繁多、作業流程問題、資訊管理問題及功能增添與建議等部分。 四、根據筆者初步研究深度訪談之後，彙整中央主管機關及地方主管機關的訪談核心二部分的問題與建議。 五、研究建議： 綜合問卷調查及深度訪談結果，提出政策層面、組織溝通層面、管理層面、實務操作層面等之建議。 【關鍵字】傳染病通報系統、嚴重急性呼吸道症候群(severe acute respiratory syndrome, SARS)、組織溝通、溝通通路、行政院衛生署疾病管制局 / 【Background and Issues】 In the spring of 2003, SARS outbreaks devastated the whole world; they also heavily damaged the world economy. Will SARS come back? How can governments manage it? How can government monitor the epidemics? How can we control the infection? When emerging and re-emerging infectious diseases such as SARS appear, how can the Center for Disease Control of the Department of Health, an organization in charge of national disease control, plan and execute measures for the control of communicable diseases? Effective communication between the central and the local competent authorities to remove together blames and misunderstanding, to develop team spirit, to attain jointly the goal of disease control, to solicit understanding and support of the public to the government, and to prevent any likely attack are some of the considerations in improving the welfare of the public. The reason of the present study was to understand, through the achievements thus far of the National Communicable Disease Reporting System, issues involved in the communication channels. The purposes of the study were to understand the major problems of the Communicable Disease Reporting and Management System (the Web version), issues involved in the reporting of emerging infectious diseases, and areas of the Communicable Disease Reporting and Management System where improvement was most urgently needed. 【Method and Materials】 Both the quantitative and qualitative methods were used. Questionnaire interview was conducted through the web to persons using the Communicable Disease Reporting and Management System throughout the country. The questionnaire contained open-end questions, closed-end questions and questions of mixed types. At the same time, to understand in depth areas not properly covered by the questionnaire interview, five key persons responsible for disease control at the time of the SARS outbreaks in 2003 at the central and the local levels were interviewed to understand their attitudes toward the control of emerging infectious diseases such as SARS, and the improvement most urgently needed for the Communicable Disease Reporting and Management System. 【Results and Recommendations】 1. Preliminary findings from analysis of the questionnaire interview showed that users became less satisfied with the new version communication means the longer they were in use of computers. Users who knew more about the use of the reporting system were more satisfied with the new communication means, were at the same time, more satisfied with the communication effects of the improved version. These facts suggested that the new reporting system was less user-friendly in the designing of interface and procedures. The system required more work, more detailed inputs, and thus added additional burdens on the part of the users. The more the users understood the reporting system, their satisfaction was higher, indicating that, for the new version reporting system to function in full, training of the users in the use of the system should be strengthened. 2. From the descriptive analysis, it was found that the average score of user satisfaction on the “information change reporting procedures” was as high as 2.8095, suggesting that the users were fairly satisfied. The satisfaction score on “reporting procedures” was the lowest at 2.3934. The overall satisfaction score on the use of the new version as a communication means was 2.558. 3. Findings from the open-end questions gave the following recommendations: taking too much time, too slow, frequency of the web too narrow, unstable, and unable to load, too detailed, issues related to operational procedures, issues related to information management and additional functions, etc. 4. By analysis of the in-depth interview, some issues were raised and recommendations made to the central and the local competent authorities. 5. Through questionnaire survey and in-depth interview, some recommendations concerning policies, organizational communication, management and practical operation were made. 【Key Words】 Communicable Disease Reporting System, SARS (Severe Acute Respiratory Syndrome), organizational communication, communication channels, Center for Disease Control, the Department of Health

Text in English, abstract in English, Afrikaans and Venda / This study developed and tested an integrated internal communication audit (IICA) tool to evaluate the communication strengths and weaknesses of the Unisa Library. The existing communication audit instruments were explored, namely: the Communication Satisfaction Questionnaire (CSQ) and the International Communication Association (ICA) audit were adapted and complemented by the Organisational Culture Survey (OCS) and the Critical Incident Technique (CIT). The current trends and the trends in South Africa were also explored. The sequential mixed method design consisting of the semi-structured qualitative interviews and the quantitative surveys were used to collect data. The ATLAS.ti and the Statistical Package for Social Sciences (SPSS) software packages were used to analyse qualitative and quantitative data. The results revealed the IICA as an appropriate tool for measuring the integrated internal communication of the Unisa Library. The IICA identified the communication needs of employees; the active and preferred communication channels; and the positive and negative communication experiences of employees. / Hierdie studie het ʼn geïntegreerde interne kommunikasie-oudit (IICA)-hulpmiddel ontwikkel en getoets om kommunikasie-sterkpunte en -swakhede van die Unisa-biblioteek te evalueer. Die bestaande kommunikasie-oudit-instrumente was ondersoek, naamlik: die Kommunikasietevredenheidsvraelys (CSQ) en die Internasionale Kommunikasievereniging (ICA) se oudit is aangepas en gekomplementeer deur die Organisasiekultuur-opname (OCS) en die Kritiese-insident-tegniek (CIT). Die sekwensiële gemengdemetode-ontwerp, bestaande uit die halfgestruktureerde kwalitatiewe onderhoude en die kwantitatiewe opnames, is gebruik om data in te samel. Die ATLAS.ti-programmatuurpakket en die Statistiese Pakket vir Sosiale Wetenskappe (SPSS)-programmatuur is gebruik om kwalitatiewe en kwantitatiewe data te ontleed. Die resultate gewys die IICA as ʼn geskikte hulpmiddel was in die meting van die geïntegreerde interne kommunikasie van die Biblioteek. Die IICA geïdentifiseer die kommunikasie behoeftes van werknemers; die aktiewe en voorkeur kommunikasie kanale; en die positiewe en negatiewe kommunikasie ervarings van werknemers. / Ngudo iyi yo bveledza na u linga tshishumiswa tsha u Sedzulusa Vhudavhidzani ha nga ngomu ho Ṱanganelaho (Integrated Internal Communication Audit (IICA), u ṱola vhuḓi na vhuvhi ha vhudavhidzani kha Ḽaiburari ya Univesithi ya Afrika Tshipembe. Zwishumiswa zwa u sedza vhudavhidzani zwi re hone zwo sedzuluswaho zwi katela: Mbudzisambekanywa dza Vhudavhidzani dzine dza fusha ṱhoḓea (Communication Satisfaction Questionnaire) (CSQ) na tshishumiswa tsha u sedzulusa vhudavhidzani tsha Dzangano ḽa Dzitshaka ḽa Vhudavhidzani (International Communication Association) (ICA). Zwishumiswa izwo zwo ḓadziswa nga tshishumiswa tsha Ṱhoḓisiso ya Mvelele ya Tshiimiswa (Organisational Culture Survey) (OCS) na Tshikalo tsha u ela Maitele a Zwithu zwa ndeme (Critical Incident Technique) (CIT). Pulane ya thevhekano ya maitele o ṱanganelaho o vhumbwaho nga maitele a ṱhoḓisiso ane a shumiswa kha saintsi dza matshilisano (qualitative) na maitele a ṱhoḓisiso ane a shumisa zwiṱatisiṱika na mbalo (quantitative) zwo shumiswa u kuvhanganya mawanwa. Phakhedzhi ya Sofuthiwea ya ATLAS.ti na phakhedzhi ya Siṱatisiṱika ya Saintsi dza Matshilisano (Statistical Package for Social Sciences - SPSS) dzo shumiswa u saukanya mawanwa a ṱhoḓisiso dza matshilisano na a ṱhoḓisiso dza zwiṱatisiṱika na mbalo. Mvelelo dzo bvisela khagala uri IICA ndi tshishumiswa tsho teaho u ela vhudavhidzani ho ṱanganelaho ha nga ngomu Ḽaiburari ya Univesithi ya Afrika Tshipembe. Tshishumiswa itshi tsho bvisela khagala thoḓea dza vhashumi dza vhudavhidzani, zwishumiswa zwa vhudavhidzani zwine zwa khou shumiswa na zwi takalelwaho; na tshenzhemo ya vhashumi kha vhudavhidzani havhudi and vhu si havhudi. / Communication Science / M. Comm (Communication Science)

More than ninety per cent of projects are run by project teams and the stronger the team the more likely the project will succeed. Team building activities are performed to both increase team performance and to enhance the likelihood of project success. For the purpose of this study, information technology (IT) business projects were chosen as IT is a major driving force in business today and there is widespread dissatisfaction with the performance of IT business projects. In analysing the causes of dissatisfaction, increasingly researchers are recognising that technology is a secondary issue behind the human side of project team management. Business projects were chosen because increasingly IT is being used in the business environment to solve problems in the post-industrial era characterised by the service industry, while the manufacturing industry, from which much of the project literature has emerged, reduces. The importance of the project team in developing IT business projects is well recognised and managers are concerned about their ability to transform an ad-hoc collection of people assigned to a particular project into a coherent, integrated project team. In most cases the activities recommended to build a successful IT business project team have been theoretically based, rather than empirically founded. The goal of this research was to investigate the team building activities used on successful projects. To achieve this goal, the research defines the key measures of project success and establishes their relative importance; determines the most important team building activities for project success with experienced project managers; enhances the understanding of implementation of team building activities on successful projects; and provides suggestions on how to increase the likelihood of project success through focusing on team building activities. The research used the analytic hierarchy process (AHP) to develop a hierarchical model linking project success measures with team building activities. Confirmation of the AHP results and additional understanding of team building activities implementation was achieved by interviewing experienced project managers. The research found that customer satisfaction, although seldom used, was significantly more important as a project success measure than the three measures most often used - time, budget and scope. As identified by project managers, the most important team building activities for achieving customer satisfaction are team leadership; ensuring senior management support; staffing the team properly; planning the project with the team and empowering team members; building commitment among team members; developing strong communication channels and developing appropriate organisational interfaces. The research found successful projects focused on relationships in addition to the task focus of many project methodologies. The research findings on team building activities will enable project leaders on IT business projects to develop empowered project teams with stronger affiliations and support throughout the organisation. By empowering project teams to create effective internal and external relationships there will be fewer project failures, increased customer satisfaction and improved achievement of project success.

The aim of this study is to investigate which communication strategies and channels the mu- nicipal company Falu Energi & Vatten should use in order to become more efficient in com- municating with citizens between 18 to 29 years old. The company is owned by the munici- pality of Falun and manages community services in electricity, district heating, fresh water, sewerage, metropolitan area network and waste disposal. The following theories have been used in the study: convergence culture, digital natives, information overload, communication strategies and uses & gratifications theory. The methods used in the study are 4 focus group interviews and one informant interview. The members of the focus groups where within the age range 18-29 years and lived in the city of Falun. Each focus group included four partici- pants and the groups were divided based on four different forms of housing; student homes, rental apartments, owned apartments and own villas. The informant interview was conducted with the director of communication at Falu Energi & Vatten. The empirical material was col- lected during the 24th, 25th, 26th and 27th of November 2014. The results of the study shows that media habits among young adults have changed which has led to a non-correspondence in relation to how Falu Energi & Vatten communicates. Due to this Falu Energi & Vatten needs to make changes in their communication strategy, add new channels to their media mix and in some cases reduce the use of others. Falu Energi & Vatten must actively work to both dis- seminate information and make information available in order to reach this age group. The result also shows that the significantly increased media output has led to a desire for personal- ized communication, which means that Falu Energi & Vatten should review the possibility to offer more targeted information. Last but not least, a clear result is that the company should use Facebook for communication with young adults as the majority of the participants wish to communicate with the company through this particular channel. Facebook can be used both to disseminate information but also to facilitate information retrieval and dialogue.

Syftet med denna magisteruppsats har varit att utforska hur Covid-19 pandemin har påverkat ledarskapet och organisationens riktning.    Covid-19 pandemin har påverkar olika delar av ledarskapet. Resultaten visar tydligt att chefer känner sig överbelastade eftersom de måste hantera många administrativa uppgifter och alternerande möten. På grund av brist på tid och balans mellan arbete och privatliv har förmågan att ha en helhetssyn, tolka och ta in perspektiv utifrån och in och inifrån och ut varit en utmaning för ledarna. Resultatet indikerar även på behovet av tydliga kommunikationskanaler mellan ledarna, de anställda och deras kunder om vilka åtgärder som krävs för att anpassa sig till den nya situationen som pandemin har medfört.   Under pandemin har organisationerna tvingats att vidta snabba åtgärder baserat på föreskrifterna och begränsningarna från Folkhälsomyndigheten och regeringen. Etablerade digitala kanaler har använts men nya digitala kanaler har behövts identifieras för att skapa interaktion och relationer inom organisationen samt med kunderna.   Den snabba omvandlingen till den digitala världen har påverkat organisationens riktning att tänka annorlunda, vara mer flexibel och anpassningsbar till nya oväntade förändringar, såsom pandemin. Organisationerna har använt nyckelindikatorer för att identifiera och få en tydlig bild av hur pandemin har påverkat organisationens riktning internt och externt gentemot sina kunder. Denna nya digitala omvandling har också tvingat kunderna att gå in på nya digitala plattformar och interagera online med organisationerna. Den nya digitala medvetenheten från kunderna har framkallat nya digitala krav och tjänster som i sin tur har resulterat i behov av nya digitala självservice tjänster och en högre och starkare digital kompetens från organisationens kundtjänst.   En bidragande diskussion till organisationerna och samhället är att hänvisa till begreppet lönsamhet som en värdeskapande effekt som är hållbar över tid, kopplad till tre element: ledarskap, organisationens riktning och kundbehov. / The purpose of this thesis has been to explore how the Covid-19 pandemic has affected the leadership and the direction of the organization.   The Covid-19 pandemic has affected various parts of the leadership. The results clearly indicate that managers feel overloaded since they have to handle a lot of administrative tasks and alternating meetings. Due to lack of time and balance between work and private life, the ability to have a holistic view, interpret and take in perspectives from outside-in and inside-out has been a challenge for the leaders. The results also indicated the need for clear communication between the leaders and the employees and their customers about what actions are required in order to adapt to the new situation that the pandemic has imposed.   During the pandemic the organizations were forced to take fast action based on the regulations and restrictions from the Public Health Agency and the government. Established digital channels were used but new digital channels had to be identified to create interaction and relations within the organization and with the customers.  The fast transformation to the digital world has affected the direction of the organization to think differently and be more flexible and adaptable to new unexpected changes, such as the pandemic. The organizations have used key indicators to identify and get a clear picture of how the pandemic has affected the direction of the organization internally and externally towards its customers. This new digital transformational shift has also forced the customers to enter new digital platforms and interact online with the organizations. The new digital awareness from the customers has induced new digital requirements and services which in turn have resulted in the need for new digital self-services and a higher and stronger digital competence from the organizations customer service.   A contributing discussion to the organizations and to the society is to refer to the concept of profitability as a value-creating effect sustainable over time, connected by three elements: leadership, direction of the organization and customer need. / <p>2021-06-06</p>