In today¡¦s ever-changing, competitive business environment, professional managers are challenged with the aims of attracting target markets, establishing relationships, increasing competitiveness, and achieving objectives. The business must continually add value, create a long-term competitive advantage, and satisfy customer needs in order to maintain a position of leadership in the market. In opening Merck Sharp Dohme at a time when medical organizations are undergoing such global change, one must consider the relationship between the aim of the organization and the clients¡¦ needs. In 2007, the ¡§Key Customer Unit¡¨ was established, a new marketing approach (New Strategic Selling) was adopted, and the competitiveness of the organization was enhanced, a new method of managing the client base was created, which assisted the company in reaching its global objectives. This research paper used explorative research methods adopting qualitative and quantitative means of analysis, as well as on the spot investigation into internal operations of the ¡§Key Customer Unit¡¨ of the Taiwanese branch of an American pharmaceutical factory. Through the implementation of KAM and CRM, research was conducted into the operation of the ¡§Key Customer Unit¡¨. Discussions were carried out into my degree of satisfaction with the achievement of company objectives. Discussions also touched upon my satisfaction with current policies, the operation of the ¡§Key Customer Unit¡¨, the results and cohesiveness of the ¡§Key Customer Unit¡¨, staff qualities, on the job competence as well as limitations. Conclusions of the thesis are listed below: 1. Solving on-the-spot problems for the ¡§Key Customer Unit¡¨ as well as providing a platform for long-term cooperation. 2. The importance of the operation and cohesiveness of the ¡§Key Customer Unit¡¨, creating a plan for clients, and servicing clients. 3. Members dealing with the ¡§Key Customer Unit¡¨ demonstrated experience, confidence, logic, and the ability to execute, delegate, and communicate effectively. 4. The ability to coordinate was the skill most valued by clients and staff. 5. Key reasons behind success of the ¡§Key Customer Unit¡¨ was, choosing the right staff, systematic thought, professional management on the part of the client manager, coordination of resources, marketing activities, coordinating the duration of the client plan, as well as complete dedication to the task at hand. 5 key points developed from the conclusion: 1.The execution of MERCK¡¦s 5 Ring policy aims at building motivation for the ¡§Key Customer Unit¡¨ 2.Finding the right person to carry out the right steps is the cornerstone of success behind the ¡§Key Customer Unit¡¨. 3.The driving force behind the success of managing the ¡§Key Customer Unit¡¨ is the Client Manager. 4.Opportune spending and proper use of resources is the most impressive result when managing the ¡§Key Customer Unit¡¨. 5.The key point to adding value to your ¡§Key Customer Unit¡¨ is separation of customer teams to increase internal competitiveness.

Thesis (D. Min.)--Dallas Theological Seminary, 2006. / Includes abstract. Includes bibliographical references (leaves 121-123).

Thesis (D. Min.)--Dallas Theological Seminary, 2006. / Includes abstract. Includes bibliographical references (leaves 121-123).

Nohria, Joyce and Roberson, a trio of academics in the United States, wrote an article in the July issue of the Harvard Business Review in 2003 entitled "What Really Works". For several years they had studied the management practices of 160 companies in the United States with a view to determining what made certain companies consistently successful. They found that the most profitable companies in their study were not successful because they utilised the latest management tools and techniques, but rather that they had a strong grasp of business basics. Companies outperformed their industrial peers, because they excelled at what they called the four primary management practices - Strategy, Execution, Culture and Structure. These practices were supplemented by a proficiency in any two out of four secondary practices - Talent, Innovation, Leadership and Mergers and Partnerships. They called this winning combination the 4 + 2 Formula for business success. The purpose of this thesis is to determine whether competence in these management practices applies in the Third World. The study will concentrate on four companies representing the printing industry in Bulawayo, Zimbabwe. Zimbabwean companies are faced with a number of unusual obstacles that do not exist in First World free market economies. This study will attempt to examine the nature of the obstacles faced and how each company deals with them. It will determine whether the management practices outlined by Nohria et ai, are valued to the same degree in the Zimbabwean context, and how far they contribute to profitability.Because of the pace of change in Zimbabwe, the research will focus on the period 2003 - 2004 and evaluate another management practice - change management. The forces of change can often be so radically negative, that if companies are not adequately prepared, they may face imminent collapse. Change management, the process of anticipating, reacting to and driving forces of change, has become a vital competency. Without it, the prospects of profitability and success in the Zimbabwean environment are slim. For this reason, this management practice will be given the same focus as those eight discussed by Nohria et al.

This research paper is broken up into three sections, namely an evaluation report, a literature review and research methodology. The evaluation report section is the assessment of the current state of change readiness within the Eskom Contact Centre’s based upon what the literature on change readiness prescribes. The timing of the change readiness assessment is just prior to significant organisational change. The organisational change that was about to be initiated by the organisation was initiated from the boardroom of the most senior echelons of the organisation, and was directed in a top down approach, being a strategic organisational change. The change is deemed to be critical to the organisation being able to meet its long term strategic and sustainability objectives. A critical examination of the literature explored the meaning of change readiness, the importance of it and explained the consequences for organisations that commit to transformational agendas without being ready. Key concepts such as such resistance to change and organisational inertia are described and differentiated from change readiness. The ADKAR change model and its change readiness assessment instrument were used due to the organisations preference for the model. The ADKAR model formed the framework for the analyses of the data, the discussion of the results and the recommendations to the organisation. The research conducted was quantitative in nature; a questionnaire was distributed to the employees of the seven Eskom Contact centre sites around the country through an email. A slightly modified version of the ADKAR change readiness questionnaire was sent via email with an on-line questionnaire link on it; and questions on individual readiness for change were used to assess the level of readiness of the employees. Most of the descriptive and inferential statistics were analysed with the use of Excel (version, 2010), with Factor Analysis being done in research showed that: - The factors as proposed by the ADKAR change readiness assessment questionnaire (i.e. Awareness, Desire, Knowledge, Ability and Reinforcement) are not different enough to be considered as independent factors for this data set. Based on factor analysis, the factors were subsequently amended from five to three, namely Readiness, Opportunity Realisation and Uncertainty. - The Contact Centre employees were somewhat ready for change. - The Contact Centres needed to focus on all amended ADKAR factors in order to improve the readiness of the department. - The readiness levels in response to the roll out were more or less uniform. The study shows that given Eskom’s preference for the ADKAR model, future research within Eskom should therefore be conducted more circumspectly with respect to ascertaining the validity of the ADKAR factors. The study also makes mention that future work and/or research will need to be conducted, specifically on the readiness of the organisation itself, in order to improve the probability of transformational success. The ADKAR assessment is a people focused assessment and therefore focuses only on the readiness of the individual. Factors such as the adequacy of the current state of resources within the organisation, which incorporate aspects such as infrastructure, technology and staffing, will also need to be assessed to make a more holistic statement of change readiness. A concise review of the literature is incorporated into the Evaluation Report of Section 1 to underpin the study. In Section 2 a more extensive review of the literature is presented. Similarly, the design of the research is discussed in more detail in Section 3 to both describe and justify the appropriateness of the research methodology, and to give a detailed account of the way in which the research was carried out.

What does it take for organizations to support people working together effectively? What does it mean for an organization to be effective? Does successful collaboration lead to more effective organizations? This study explored these questions both theoretically and empirically in an effort to help organizations understand the most important aspects to consider when attempting to achieve collaboration for organization success. The purpose of this study was to fill some of the gaps in the research by taking a broad, holistic approach to exploring the context required to support collaboration at levels of organizations broader than the team and exploring the links between organization support of collaboration and organization effectiveness. In preparation for the current study, the Organization Support of Collaboration model was developed to identify the broad organization design elements that are required to support collaboration. The Organization Effectiveness model was created to provide a holistic view of what it takes for an organization to be considered effective. The present study empirically validated these models and explored the links between them. Data was collected via a web-based questionnaire administered to a broad sample of individuals who work in organizations. Results supported a model of Organization Support of Collaboration with six factors (Connect to the Environment, Craft a Culture of Collaboration, Understand Work Processes, Design Using an Array of Structures, Build Shared Leadership, and Align Support Systems) and a model of Organization Effectiveness with six factors (Performance, Employee Involvement, Flexibility, Customer Satisfaction, New Customer Development, and Treatment of People). Connect to the Environment predicted five of the six Organization Effectiveness factors, and Craft a Culture of Collaboration predicted four of the six, notably with a connection to Performance. For the predicted relationships between the models, nine hypotheses were supported, six were not supported, and three unexpected significant relationships were found. Implications for practice and future directions are recommended.

A review of literature indicates limited effort to understand and explain employees' acclimation to, and adoption of, new behaviors required by organization change initiatives. Psychological theories of individual behavior change have, in restricted instances, been applied into organizational environments. The transtheoretical model of change (TTM) offers a comprehensive explanation of behavior change uniting multiple theories of individual change. TTM describes change as a series of stages that individual progress through before arriving at the decision to implement a change in behavior. Movement through the stages is facilitated by processes which increase the probability of a behavior change effort's success. The present research investigated the potential applicability of TTM for explaining individual level change within a new context, specifically, an organizational environment. To examine if individual change in the context of an organization occurs in the fashion described by TTM, measures of core TTM constructs were delivered to employees in a water department of a city in the American southwest. The water department was immersed in an organization change initiative necessitating individual behavior change by its employees. Results of TTM core construct measures and their relationships with each other and the stages of change were examined. Initial findings are indicative of TTM's potential applicability as a description of behavior change within an organizational context. Implications of these findings, potential applications, imitations of the current research, and recommendations for future research are discussed.

本研究以台灣高科領導品牌企業為例，針對企業總部的行銷組織面對外在環境與策略變化下，如何跟隨企業轉型，設計一套與時俱進的高效組織架構與功能流程，提高全球競爭力，協助企業持續的成長並強化中長期品牌發展。本研究個案A公司從過去代工轉型自有品牌事業，為台灣國際品牌企業之標竿，近年在全球科技產業劇變與競爭下積極轉型。尤其在全球化浪潮、數位互聯網發展、雲端運算時代來臨與消費者旅程改變下，在產品研發與行銷策略上不斷推陳出新並推動組織變革，尤其以2014底推動之建構現代行銷組織專案(Modern Marketing Team Project)最為關鍵，因此本研究進行以下研究： 1. 因應變化、新行銷策略與品牌發展，企業總部行銷組織的設計與功能迄今(至2015年12月止)所採行的措施，可能產生的問題與未來的挑戰為何? 2. 因應未來(2016年後)，企業在行銷組織的設計與功能，以及採用何種措施，以解決迄今所產生的問題及面對未來的挑戰? 在研究過程中，本研究先以文獻探討了解國際行銷管理的行銷環境改變、品牌管理、組織國際化管理與行銷長挑戰等重要議題，再從瑞典伊萊克斯的行銷組織轉型、美國寶僑家品的品牌經理人制度、日本優衣庫的橫跨性行銷組織與三星電子集團的品牌管理機制四個個案作深入探討，最後描述與分析個案企業A公司電腦的行銷策略與組織發展歷程，追本溯源的從脈絡中尋找與確認關鍵問題，並給予建議。 研究結果發現，企業在品牌管理上應設立專責的領導與組織設計，對於整體企業的改造與推動至關重要，如品牌長與行銷長的設立、成立品牌委員會與品牌價值管理系統積極促進品牌發展；設立全球品牌中心組織並導入市場行銷儀表板(Marketing Dashboard)，強化行銷組織的功能效用與績效考核，進行事前關鍵績效指標設定與事後的追蹤與評估。 另外，產品行銷人員應與品牌內容行銷人員組成品牌管理團隊，從產品管理提升至品牌管理角色，以深化產品的恆久品牌價值為目標。而不一致的企業與產品品牌現況必須透過改造新產品的開發流程，讓產品行銷團隊與消費參與其中，具體落實與消費者為中心的產品設計，並建立行銷情報系統(Marketing Intelligence System)，即時掌握多樣市場資訊，使品牌與產品的發展有完整的情報基礎。 最後，內部跨組織的合作與協作對促進創新與強化團隊能力至關重要，在流程上須精心設計，建議在各區域成立跨單位的「體驗創新隊」，結合跨功能如數位行銷、公關、通路行銷與事業部產品行銷等相關單位，以促進體驗優化與發掘在地創新為目標。而針對公司英雄產品的上市，則該成立跨部門專案團隊，整合資源發揮團隊戰力。

Abstarct Vi har valt att undersöka hur officerare inom försvaret ser på och upplever den organisationsförändring som verksamheten nu genomgår. I vår studie avser vi att undersöka våra berörda respondenters syn på förändringen i sig, samt hur de uppfattar eventuella förändringar, särskilt rörande deras yrkesidentitet. Vi har valt att göra undersökningen med hjälp av kvalitativa intervjuer med personer som arbetar som officerare inom Försvarsmakten, dessa som nu ställts inför kravet att skriva på kontrakt om obligatorisk utlandstjänst alternativt bli avskedade. Denna förändring, som innebär att försvaret byter huvuduppgift, medför en stor omställning för de flesta anställda. Vårt resultat visar oss att de individuella upplevelserna samt förmågan att hantera och anpassa sig till denna förändring är kopplat till flera saker, så som inställning till personens uppgift och ålder samt, beroende på hur familjesituationen ser ut, den sociala omgivningen. Detta innefattar såväl det stöd personen har i sin närhet, som stöd från samhället och myndigheter. / We have chosen to examine how officers experience the change within the department that comes with the concept. In our study we attend to look at how the officers we have met think about the change within the organization, the meaning of this and definitions like work-identity. We have chosen to do the survey by using qualitative interviews with people who work as officers, who has been put in front of an demand to go out on international service rather than service their own country which has been the primary subject until now. These officers have to sign a contract about international service or else they will get fired. This change within the organization brings quite a big changeover for the employees at the department. Our results have shown us that the individual experiences and the ability to manage the organization change have to do with the attitude towards the changes, age differences and also social environment depending on the family situation. This includes both the support from the closest surroundings, as well as the society’s authorities whose power is affecting the individuals.

Many companies of Taiwan have been moved to Mainland China due to Mainland China have greatly promoted in economic. Many companies have been closed or downsized in Taiwan due to politic-insecurity in Taiwan recently. The economic of Taiwan regressed more drastic. Many people are out of employment increasingly. Many companies belong to government having been changed to private enterprise. It makes employees fell threatened under organization change context, so that they breed job insecurity and their working attitude will be affected. After referring to the relative data, the thesis considers that under organization change context makes employees have job insecurity, which affects their job involvement. In addition, personality of internal-external control, employee self-efficiency and specific skill interfere with affection toward job insecurity under organization change context. Based on above inferences, the thesis' target people who are professionals in Chinese Petroleum Corporation to make an investigation framework and construct hypothesizes. It leads to the following points: (1) CPC professionals score higher in the matter of job insecurity toward job's characteristic change, job reshuffle and overall insecurity. (2) These professionals perceive job insecurity, insecurity of job reshuffle and overall insecurity more when organization change context is more drastic. (3) If these professionals score higher in job insecurity of job reshuffle, they will have less job involvement. (4) If these professionals score higher in perceive job insecurity, and overall insecurity they will have more job involvement. (5) If these professionals score higher in employee self-efficiency they will have more job insecurity. (6) If these professionals score higher in specific skill interfere they will have more perceive job insecurity, and overall insecurity. (7) Personality of internal-external control interferes with affection toward job insecurity of job reshuffles insecurity under organization structure and business change factor of organization change context.