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Railway Studios: How a Government Design Studio Helped Build New Zealand

為了解決Executive Manager的問題，作者Wolfe, Richard,Alsop, Peter,Atkinson, Neil 這樣論述：

Richard Wolfe is an art, design and cultural historian who has a PhD in Art History from the University of Auckland and a BFA from the Elam School of Fine Arts. He was Curator of Display at Auckland War Memorial Museum from 1977 to 1997, and has written or co-authored around 40 books covering aspect

s of New Zealand art, history and popular culture. He has contributed over 50 articles to the quarterly Art New Zealand, as well as articles to other journals, and has curated or supported the development of multiple art exhibitions. Peter Alsop is a senior executive who has worked across the public

and private sectors. He is a keen collector of New Zealand art, with particular interests in tourism publicity, hand-coloured photography and mid-century New Zealand landscape paintings. He is the author and co-author of six previous books, including Promoting Prosperity, Hand-Coloured New Zealand

and Scenic Playground. Neill Atkinson is Chief Historian/Manager of Heritage Content at Manatu Taonga - Ministry for Culture and Heritage, where he is responsible for the Ministry’s history and reference websites: Te Ara - Encyclopedia of NZ, Dictionary of NZ Biography, Te Tai Treaty Settlement Stor

ies, 28th Maori Battalion and NZ History. He is the author of six books and a number of articles and chapters, mostly on New Zealand political and transport history, including Crew Culture: New Zealand Seafarers under Sail and Steam (Te Papa Press, 2001) and Trainland: How Railways Made New Zealand

(Random House, 2007). Katherine Milburn is the ephemera collection curator at the Hocken Library, Dunedin, and has extensive knowledge of the Railways Studios’ output.

Executive Manager進入發燒排行的影片

教練型領導組織承諾的關係:以組織創新活力為中介變項

為了解決Executive Manager的問題，作者賴世耕 這樣論述：

教練型領導是通過鼓勵、指導、授權等方式樹立工作目標，最終實現領導者和員工之間相互促進以及共同發展。透過提高組織創新活力，來提高組織承諾，使員工達到對企業有緊密的關係，並且提高創新活力，以利組織面對環境改變越來越快速的問題。本研究之搜取樣本方法使用便利抽樣方式，而研究對象為台灣企業之員工，須在公司滿3個月以上工作經驗，並具有團隊經驗，以網路問卷發放，共回收452份問卷，刪除無效問卷後共409份，有效問卷之回收率為90.48%。在統計數據顯示，假設一為教練型領導對整體組織承諾具有顯著正向影響(β=.712 , p < .001)，故假設一成立。假設二教練型領導對整體組織創新活力具有顯著正向影響(

β=.749 , p < .001)，故假設二的推論成立。假設三組織創新活力對整體組織承諾具有顯著正向影響(β=.846 , p < .001)，假設三的推論成立。假設四組織創新活力中介教練型領導與組織承諾之間在加入組織創新活力的中介變項後，教練型領導對組織承諾的影響力下降(β= .712 , p < .001、β= .183 , p < .001)，故假設四成立。根據上述的假設成立給予實務上的建議，首先，在現今大數據時代的來臨，若組織內部的領導者具有教練型領導風格，可以帶給員工更高的組織承諾；在面對需要快速創新的產業與組織，教練型領導能夠促進組織創新活力，是組織面對創新更有動能；在組織中的組

織創新活力的程度越高，會更吸引組織內部的成員提高歸屬感與承諾；在了解組織創新活力中介於教練型領導與組織承諾之間，可以更能夠了解，組織內部員工對於領導者與組織需要能夠帶來協助與好的溝通才有辦法讓員工有所歸屬。

Intelligence Isn’’t Enough: A Black Professional’’s Guide to Thriving in the Workplace

為了解決Executive Manager的問題，作者Anderson, Carice 這樣論述：

Carice Anderson is director of people manager strategy at BlackRock, an American multinational investment management corporation. She was previously the professional development manager at McKinsey & Company, where she developed and managed a leadership development program for young Black profession

als. Anderson is also the founder of Thrive Leadership Advisory, a leadership consulting, coaching, and facilitation firm, and she has worked for top companies like Google, Deloitte, Bain & Company, and Publicis Media. She holds an MBA from Harvard Business School and currently does executive coachi

ng, consulting, and facilitation for top international firms from Johannesburg, South Africa.

利用模糊層級分析法 探討半導體產業品牌影響因素之分析

為了解決Executive Manager的問題，作者范志旻 這樣論述：

隨著時間的流逝，半導體創新正在發生變化，可以適用於不同的創新業務，半導體業務的發展至關重要，因而開闢了許多新的職位。半導體業務是一個融合了不同創新能力並協調上游，中途和下游提供商的專業能力的行業，並且通常具有較高的進入壁壘 。廠家已投入花費很多精力與成本進入這個行業，期盼永續經營與回饋利害關係人。本研究第一步採用PEST, 五力 & SWOT分析，在美國，日本和臺灣，這些是國際半導體供應商鏈中的關鍵成員。經過最新半導體有關文獻的討論和分析，發現現有廠商已經建立了行業品牌，並獲得了用戶的信任。因此，品牌研究在這個行業是大家一直在探索的領域。考慮到寫作對話和大師談話，本研究使用分析層次結構(A

HP)研究技術對品牌的關鍵指針在半導體品牌的關鍵部件上進行重要性的排序，然後利用模糊層次分析法(FAHP)來分析這些標記之間的聯繫。經調查，有11項顯著結果可供參考，關鍵是要在半導體品牌建設上取得優異的成績，“客戶價值”和“品牌資產”都必須達到一定的水平。本研究發現，半導體品牌策略應以“客戶價值”為核心，解決客戶問題，創造卓越價值，並隨著技術的進步不斷投入新產品的研發，以奠定半導體品牌長期成功的基礎。