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.

This study examined the effects of switching from an incentive pay system solely based on productivity to a scorecard-based incentive pay system. Performance of staff and senior accountants was analyzed across three departments for a two-year baseline and a three-year intervention period. Results showed that percent of charge hour goal remained high during the study. Once the scorecard-based incentive system was implemented, performance on the other line items increased or remained at or above goal levels. Incentive payouts were generally higher under the second incentive plan than under the first for top performers. Possible explanations for data trends, weaknesses of the measures within the scorecard, measure/line item alternatives and implications for future research are also discussed.

Made available in DSpace on 2016-04-25T18:40:17Z (GMT). No. of bitstreams: 1 Dissertacao JOSE FRANCISCO DOS SANTOS.pdf: 1244264 bytes, checksum: 4274c56389152d4c22e0edb76b4962ab (MD5) Previous issue date: 2006-05-11 / nenhum / The present moment induces to the adoption, by the companies, of a system of performance management, which considers the market competitiveness and the strategies chosen by the companies, in order to achieve its objectives inside the market. The performance measures, when interrelate mission, strategy, targets and process analysis of the company, guided by the customer satisfaction on products and services provided, become a fundamental factor to manage the organizations. This dissertation has the objective of proposing an improvement of the model of process performance measurement based on the Balanced Score Card model, aimed to contribute on how to operating the model and, at the same time, present a simulation application of the model to an economic segment of business. This work, based on the theoretical system of BSC, presents a proposal of an improved model which aims, as from the adoption of the fifth perspective, the use of the critical success factors of the company, together with the use of the key sectors laid down by the Management by Objectives, identify and structure its strategic indicators; besides, it establishes routines of continual updating of that structure, considering the tactical and strategic feedback. The proposed model intends to be used by a company, belonging to the chemical distribution economic segment, inside the Brazilian market / O momento atual induz à adoção, pelas organizações, de um sistema de acompanhamento de desempenho que considere a competitividade do mercado e as estratégias estabelecidas pela empresa, para atingir seus objetivos neste mesmo mercado. As medidas de desempenho, ao associarem missão, estratégia, metas e análise de processos da empresa, dirigidas pela satisfação dos consumidores de seus produtos e serviços, tornam-se um fator fundamental para a gestão da organização. Esta dissertação tem o objetivo de propor um aprimoramento do Modelo de Medição de Desempenho de Processos, alicerçado no BSC Balanced Score Card , destinadas a contribuir para operacionalizar a implantação do modelo, e ao mesmo tempo, apresentar uma aplicação simulada do modelo melhorado para uma empresa de um setor econômico de negócios. Este trabalho, embasado na sistemática teórica do BSC, apresenta uma proposta de modelo aprimorado que objetiva, a partir da adoção de uma quinta perspectiva, do uso dos fatores críticos de sucesso da empresa, conjugado com a utilização dos setores-chave preconizados pela Administração por Objetivos, identificar e estruturar os seus indicadores estratégicos, além de retratar mecanismos de contínua atualização desta estrutura, considerando as revisões táticas e estratégicas. O modelo proposto é dirigido à implantação numa empresa do segmento econômico de distribuição de produtos químicos no mercado brasileiro

Kaplan & Norton於1992年提出平衡計分卡做為績效評估工具後，已被許多國內外企業及政府部門陸續應用，並已產生提升績效的實際效果。臺北自來水事業處為提升機關績效，亦自2004年起應用平衡計分卡做為績效評估工具，其歷年來之推動成效與未來展望甚值探討，此為本文之研究動機與目的。 　　本文透過文獻研究法，廣泛蒐集各種文獻資料，以分析應用平衡計分卡做為績效評估工具之理論發展與運用趨勢，並以深度訪談法，瞭解研究個案機關各階層人員對平衡計分卡之認識與意見，進而提出更臻完善並具可行性的研究建議。 　　本研究主要建議有五項，機關策略地圖應適時修正、整合機關評估考核制度、強化機關績效管理能力、加強教育訓練與宣導平衡計分卡、儘速因應未來競爭環境。期待透過相關建議事項的採用，確立績效指標與績效考核標準，以建構出適用於個案機關自身環境的平衡計分卡績效評估模式，並藉由制度之推動，有助機關各單位績效目標更明確具體，在績效評估的衡量上產生良好效益，進而提升機關整體績效。 / Kaplan & Norton proposed the Balanced Score Card as a results assessment tool in 1992, there are many domestic and foreign enterprises and government departments apply the tool, and have produced practical results to enhance performance. Taipei Water Department in order to improve performance, use the Balanced Score Card as a performance assessment tool since 2004. The results of the effort and forecast over the years are very worth exploring. This is the motive and purpose of this study. The study collects all kinds of literature on the subject, and analyzes the development and application tendency of the Balanced Score Card as a performance evaluation tool. And by detailed interview method to realize the knowledge and opinions on the Balanced Scorecard of the study authorities at all levels of staff. Then we can propose more perfect and feasible research suggestion. There are five major recommendations of this study: authority strategy map should be duly amended; integration the assessment system of authority; strengthen the management capacity of agency performance; strengthen education, training and propaganda Balanced Score Card; in response to the future competitive environment as soon as possible. Look forward to adopt relevant recommendations of the matter, and establish performance indicators and performance assessment criteria. Construct a Balanced Score Card performance assessment mode to apply authority’s own environment. It’s helpful for various units of authority to more realize the performance goals by promoting the system. Produce good results on the performance evaluation, further improve the overall performance of organizations.

In the face of the global trend of administrative reform, to cope with changing times and enhance the competitiveness, Taiwan restructures the administrative division into five Metropolitan Cities. To improve the administrative efficiency of the Government and responding to people's need, Central and local government implement reconstruction, rebuilding the organizational culture and the core values. After the Reform, among the five new Metropolitan Cities, Kaohsiung City has the biggest transformation in size of the city and organizational changes, also in geography, culture, industry, transportation, community, and more. It becomes more challenging for the local government to face the new problems. The Household Registration Office is the front-line of customer services and their core value is ¡§to better serve people¡¨. During the general public¡¦s visit to the Household Registration Office, people can feel the changes of better customer services and efficiency. This will change public¡¦s view of the government operation. Therefore, the Kaohsiung Household Registration Office has to set a very clear organizational mission and vision. Furthermore, with the limited resources, managers must worry about how to build the public value and vision, which will be recognized and implemented by the members of the Office. At the same time, these values and vision should be also recognized by the general public. The purpose of this study is to explore public value differences among different parties within the Kaohsiung Household Registration Office. Through Public Affairs Management and literature analysis, I outline the characteristics of regional governance in Kaohsiung City. With in-depth interview of the policy-setting officials of the Kaohsiung Household Registration Office, I also focus on the public values of the Household Registration Office. This study corresponds to four structure (Organization internal process, and financial, and customer, and learning and growth) of Balanced Score Card, and to establish a goal to evaluate the organizational performance. The Social Judgment Theory questionnaires are also based on this. Test target are the entry-level Household Registration Officers of previous known as Kaohsiung City and Kaohsiung County. At the same time, I asked the general public to answer the same Balanced Score Card questionnaires. This will help the manager to understand the variation of public value differences among different parties. This will also help the managers to solve the problem in-time, change the content of public value and to achieve the goal set by the Local Government. This result of the study, for the Household Registration Office, there are no big discrepancy before and after the Reform. The main reason is that Household Registration Office utilizes the nationwide Standardized Computer Operation System. And the regulation is base on Household Registration Act. Both Computer System and regulation are put in place by the Central Government. However, from this study, after the merger of city and County, I did find that the Kaohsiung Household Registration Office need to do an overall adjustment in the allocation of financial resources and staffing, local application of the separate regulations and organizational cultural.

In an information era of new knowledge-based economy, how should the traditional medical industry respond? Do medical professionals have any awareness of knowledge management? If yes, what is their attitude towards knowledge? What are the features? Based on the infusion methodology of knowledge management, if a hospital seeks to adopt an information system for knowledge management (KM), the hospital will have to go through the process of integrating the strategy, the process, the information technology and the awareness of the people and the organization. Subjects of this study were medical professionals, and Arthur Andersen¡¦s knowledge management model was taken as reference. The structure of the study is divided into two sections, i.e. ¡§employees¡¦ awareness of knowledge management¡¨ and ¡§employees¡¦ awareness of the hospital¡¦s knowledge management¡¨. In the former section, factor analysis reveals that medical professionals tend to view knowledge management as the planning and integration of personal knowledge management. Medical professionals recognize that knowledge is an important personal asset, and some inexpressible tacit knowledge still exists in one¡¦s knowledge that needs to be valued. Furthermore, they also believe that in order to increase the value of knowledge assets, it is necessary to share knowledge. In the latter section, factor analysis reveals that medical professionals recognize that a hospital should have a properly planned process to gain knowledge and should create an innovative and practical environment to accumulate knowledge-based assets for the hospital. As for personal property, in the section of ¡§employees¡¦ awareness of knowledge management¡¨, the study manifests obvious difference on the variables of personal property which includes scale of hospital, age, gender, working years, educational background, type of work and management post. On the other hand, the study shows that in the section of ¡§employees¡¦ awareness of the hospitals¡¦ knowledge management¡¨, there is obvious difference on the variables of personal property including scale of hospital, age, working year, educational background while the property of the gender, type of work and management post remain relatively the same. Moreover, the study also shows that if employees are more satisfied with the self-awareness of knowledge management, they are more likely to agree with every dimensions of the knowledge management of the hospital they work in. On the other hand, if all dimensions of the hospital¡¦s knowledge management are recognized by the employees, the variable of the self-awareness of knowledge management reflected on the employees will also be positive. This demonstrates that the demand of employee¡¦s personal awareness will be influenced by the working environment, and vice versa. Outstanding employees will affect the operation performance of the hospital. Similarly, a properly managed hospital will enhance the performance of the employees. It is apparent that the two are related to each other from the feature analysis of the study. Thus, if the hospital can invest in improving the structure of the knowledge assets of the hospital and enhance education and propagation, any improvement of the ability of knowledge management of either employers or employees will definitely benefit the other party. In regards to the four elements including the promotion of knowledge management, high-level leadership enterprise culture, information technology and measurement indicators, the canonical correlation analysis and the regression analysis show that the four elements have been highly approved by the medical professionals. In terms of high-level leadership, the establishment of the Chief Knowledge Office (CKO) has been applauded by the employees. At the meantime, the employees¡¦ ability of using computers and the willingness of sharing information have been greatly influenced by the culture of the enterprise. As for information technology, the information reveals the close relationship between the employees¡¦ ability of using computer and the result of the hospital performance of using the information technology. For measurement indicators, in order to make medical professionals recognize the introduction of knowledge management, performance evaluation of all phases of the introduction of knowledge management should be properly conducted. It is recommended by the study to adopt the theory of the balanced scorecard to be the measurement indicators for evaluation the practical performance of the three components of knowledge assets because the framework of both theories are quite similar. Furthermore, the study reveals that employees who have worked longer and who are older will be more likely to recogize the management of knowledge self-supervision and are more willing to share their knowledge. Apparently, when a hospital tries to introduce knowledge management to the employees, it will be more efficient and more effective if the hospital can make full use of the participation of senior employees.

The thesis characterizes controlling as a tool for measuring processes effectiveness. It explains main drivers and key assumptions of the controlling existence. It is focused on controlling possibilities to be applicable in human resource management. Moreover, it names particular human resource practices and describes methods of the human resource controlling. The objective is to find the appropriate methods of evaluating human resource management effectiveness. Key Plastics Janovice is chosen as a company that already deals with the HR controlling at some level. In the thesis, there is looking for possibilities to apply the HR controlling and to keep current processes at the same time. The model of HR Balanced Score Card is proposed as a general tool for evaluating the effectiveness of employed human resources by the company.

This study examined the effect of a score card¬-based performance pay plan in a professional services firm. The plan was implemented in response to a decreasing trend in productivity and a desire for a formal incentive compensation plan. Performance of manager and senior manager accountants were analyzed across two departments over a five year period. A definitive account of the effects of the intervention is limited by the case-¬study design, but the data does suggest that the performance pay plans used did not adversely affect performances. Design limitations of the plan and future research are also discussed.

La correcta gestión logística colabora con los objetivos estratégicos de una empresa, por lo que en los nuevos canales de venta es imperativo modificar la mentalidad con la que opera la cadena de suministro. Esto requiere alcanzar un nivel de atención y servicio a clientes destacados como pilar clave en la oferta de valor de cualquier empresa, sin importar el tamaño de esta. La cadena de suministro debe estar alineada para cumplir con su parte dentro de este objetivo. La inversión en sistemas no va con el objetivo del mínimo costo, pero si maximiza la atención a los clientes, será una decisión interna en la empresa si estas inversiones se trasladan a precios más altos para los consumidores. Las innovaciones tecnológicas que mejoran la capacidad de la empresa para satisfacer las necesidades del mercado no deben impactar los precios finales de los artículos o servicios ofrecidos, ya que el potencial de mantener a los clientes fieles a la marca y satisfechos asegura la sostenibilidad y el éxito de la empresa en el largo plazo. ; siendo la implementación del Balance Scorecard que permite la mejora y desarrollo de la gestión empresarial, y especialmente en la gestión logística de las empresas agroexportadoras lo cual se sustenta en investigaciones de diversos autores que hicieron el aporte para solucionar la problemática del sector. / The correct logistics management collaborates with the strategic objectives of a company, so in the new sales channels it is imperative to modify the mentality with which the supply chain operates. This requires reaching a level of attention and service to outstanding customers as a key pillar in the value offer of any company, no matter the size of it. The supply chain must be aligned to fulfill its part within this objective. The investment in systems does not go with the objective of the minimum cost but if it maximizes the attention to the clients, it will be an internal decision in the company if these investments are transferred in higher prices for the consumers. Technological innovations that improve the ability of the company to meet market needs should not impact the final prices of the items or services offered, since the potential to maintain customers loyal to the brand and satisfied ensures the sustainability and success of the company in the long term; being the implementation of the Balance Scorecard that allows the improvement and development of business management, and especially in the logistic management of agro-export companies which is supported by research from various authors who made the contribution to solve the problem in the sector. / Tesis

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