Timing, cost, and quality are the key elements in the construction project. (We can call it ¡§elements triangle¡¨) Whenever one of the elements is being changed, such as the project progress delay, the cost surpass the budget or the quality flaw excessively many and so on, usually the solution is to modify the problem part, but we miss the ¡§System Dynamics¡¨ of the construction project. The elements are involved to each other. Therefore, when we adjust the deviation part of the element; actually the adjustment also involves changes of the other elements or even the whole construction project, but still not solves the problem. It causes the recycle of the deviation occurs continually, but not the solution. According to the complex system dynamics, we found the best solution form the research of several construction cases with its management strategy and identities: 1. Adjust the deviation according to the person who is in charge of the project is better than just adjust the problem part of the elements. 2. Improve the satisfaction to the person who is in charge of the project and the cooperators for obtaining a better effect. 3. Applies the case occurs from the dynamic simulation method analysis practical field will enhanced the result of the inspection improvement plan, but also effected to the deviation analysis.

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Service industries increase every year in global industry, more and more labors work in this industry, thus this research is aimed at understanding the current situation of management development of first-line manager in service industry. The population of our survey is confined to the first-line manager of service industry. The questionnaire survey was adopte for the study. Of totally 332 distributed questionnaires, there are 91 effective. Through statistics analysis, the main results of the study are concluded as follows: 1.About managerial competency demand, ¡§customer service-oriented¡¨ and ¡§relationship competencies¡¨ are most important in all service industries, ¡§joint venture¡¨ and ¡§balance life and work¡¨ are relative not important. As the scope of management becomes wider, ¡§nurturing¡¨ and ¡§problem solving¡¨ become important. 2.As regard to management development techniques, ¡§personal skills training¡¨ is most important, ¡§talent selection¡¨ is second. Different services industries may use some techniques upon industries characteristics. 3.Management development assessments are not popular in service industries, only ¡§group discussion¡¨ and ¡§simulation game¡¨ are used often, both of them could be related to work in practice. 4.In all service industries, ¡§on-the-job-experiences¡¨ and ¡§management skill training¡¨ are most used management development techniques, ¡§evaluate past experiences¡¨ and ¡§evaluate competencies¡¨ are most used management development assessments.

For over 30 years, organizations have engaged in programs to address the growing presence of diverse populations in their ranks, and researchers have attempted to identify and quantify a link between diversity and enterprise performance. The problem was a lack of understanding of how organizations benefit from increased diversity and the role of frontline managers in that process. The purpose of this phenomenological study was to address the research question aimed at the perceptions and lived experiences of frontline managers and to gain insights about how they are navigating the challenges of increased diversity to enhance their ability to produce high-performance outcomes. The three conceptual frames used were (a) diversity management, (b) managing people, and (c) team performance. The data collection process involved interviewing 12 frontline managers from a variety of industry sectors using a semistructured, conversational interviewing protocol. The open hand-coded analysis revealed patterns of thought and behaviors relating to managing individuals, managing the complexity of diversity, and managing diverse teams for high performance. The original concept of diversity management was in response to the growing diversity in the workplace and was intended to develop the capacity among managers to manage the resulting diversity mix. The study findings indicated that a common definition of diversity management is possible, that managing diversity requires a competence with all dimensions of diversity, and that there are a set of management skills that can yield better performance with teams of diverse composition. The results of my study can have positive impact on theory, practice, and general social acceptance of diversity.

台灣自1980年起，政府積極推動資訊電子產業發展，而在發展過程中，最初以OEM、ODM代工為主要的業務型態，藉由低成本、高品質的製造優勢，大量承接國際資訊大廠的外包業務，發展出具有產業影響力的競爭優勢，成為全球資訊產品重要供應商。然而，近年受到全球化、區域經濟整合以及中國與印度等新興國家崛起等因素，台灣的代工業獲利空間面臨嚴重威脅；此外，高科技產品生命週期縮短、全球進入「超競爭」的經營環境，使台灣的代工製造業進入「微利」時代。誠如宏碁集團創辦人施振榮先生提出的「微笑曲線」概念，若能邁向附加價值高的「自有品牌」(OBM)，則可擺脫OEM、ODM代工微薄利潤的狀況。 然而，掌握「品牌」不只是技術能力的問題，而是一種感覺的掌握、對生活的理解。在企業中，要將抽象的顧客需求化為實際的產品上市，則需要重要的推手—「產品經理」，從最初的產品構想、協調及管理產品的開發，及產品開發完成後之上市等活動，過程當中皆需要產品經理的投入。 OBM廠商之產品開發流程與OEM/ODM廠商最大之差異在於：OEM/ODM廠商的產品經理主要職責係依據客戶訂單控管產品開發的時程；而OBM廠商在新產品開發過程中，則需自行負責新產品開發前端之概念形成、規格制訂階段，及新產品上市後之行銷推廣階段；其客戶已不再僅限於下訂單的大廠，而必須面對終端的消費者市場，也必須自行承擔產品之成敗。因此，如何將顧客需求（Customer Needs）轉換為產品規格，以開發出成功的新產品，更是產品經理所需面對的課題。此外，新產品開發後，如何建立銷售管道，使產品成功上市，亦是OBM廠商的產品經理所要面臨的挑戰。本研究著重於探討OBM廠商之產品經理在新產品開發的過程中，最初概念形成階段，及新產品開發後之上市階段，產品經理如何發揮其管理功能，以達成每階段的順利運作。本研究經由個案訪談及次級資料的分析結果如下： 一、台灣OBM廠商「產品經理」在新產品概念形成階段，主要扮演規劃者的角色，且「內部」與「外部」為創意之重要來源。 二、台灣OBM廠商「產品經理」在新產品上市階段，從主導的角色轉換為協助的角色。 三、台灣OBM廠商「產品經理」在新產品開發過程中，需要與來自於公司內部及外部之不同對象溝通協調，尤以內部溝通為重；與顧客甚少直接溝通。 四、台灣OBM廠商「產品經理」在新產品開發過程中，主要權力來源為「專家權力」，且並非扮演重要的實際決策角色。

這幾年由於市場利率逐漸走低，大量資金尋求收益較高之商品，結果造成訴求高收益之各式結構型(條件式)商品如雨後春筍般地冒出，而銷售量也屢創新高，由於結構型商品之所以能夠讓投資者獲得「可能的」之高收益，主要原因是理財商品內都包含了各種選擇權，只要符合選擇權之執行條件，則產品就可以獲得高收益，但是未能符合選擇權之執行條件時，投資人資金往往就只能求得到期保本，而損失了一些利息收入。 另外也由於這些產品投資年期都不是一兩年而已，有些長達十年以上，往往一投資其資金就會被固定在那裡，若投資人沒有考量清楚或在理專強力促銷下購買，常常會發生投資人短期內就想解約贖回之狀況，解約時就像壽險商品一樣，大都解約價格已經折價了許多本金，這就是時有聽聞客戶與銀行之間投資糾紛的來由，這也促使主管機關－金管會陸續頒布相關管理規範來建立投資秩序與環境。 本研究內容擬提出一個投資產品之管理應用工具－「投資菜單」來解決以上爭議，「投資菜單」之於理財產品策略工具就好比「平衡計分卡」之於企業績效管理工具一樣，此工具可以幫助金控投資產品委員會檢視過去產品績效，進而決策未來上架產品方向；以期希望能夠從下而上一致性地、整體性地解決顧客端、理專端、公司營運管理端與主管機關四方所各自關心的重點，以期降低客戶交易糾紛、增加業務銷售速度以及提升財富管理業務整體形象。