Dissertations / Theses on the topic '平衡策略'

博士
國立清華大學
資訊工程學系
102
In the era of Big Data, huge amounts of structured and unstructured data are being produced daily by a myriad of ubiquitous sources. Big Data is difficult to work with and requires massively parallel software running on a large number of computers. MapReduce is a recent programming model that simplifies writing distributed applications that handle Big Data. MapReduce does this by dividing its workload amongst computers in a network and then processing the work in parallel. Often intertwined with the concept of MapReduce is Cloud Computing. Cloud Computing is a method of computing that shares computing resources over the Internet. Cloud Computing is a perfect match for handling Big Data and the MapReduce model by providing a hardware platform and framework that is flexible and elastic. Cloud Computing provides the resources needed for the data intensive computation required by MapReduce and its data. This dissertation looks at resource utilization within a cluster or data center and focuses on load balancing and data placement in MapReduce. Load balancing is a method to distribute workload across multiple computers or a computer cluster and involves central processing units, disk drives, and other resources. The purpose of load balancing is to achieve optimal resource utilization, maximize throughput, minimize response time, and avoid overload. Data placement is closely related to load balancing and refers to where data is in the network during the lifetime of a job. In this dissertation, we investigate load balancing and data placement for MapReduce and how it applies in different situations. We then propose several algorithms that can improve load balancing for MapReduce. Firstly we introduce an improved sampling method for total order partitioning. Secondly we present a multiway join algorithm that uses dynamic data redistribution and finally we show how data can be more intelligently distributed within a heterogeneous cloud environment. In our first topic, we propose an improved sampling and partitioning method for strings. In this topic, we present the XTrie, ETrie and ATrie algorithms. The XTrie algorithm uses a fixed memory footprint, which is unlike the traditional total order partitioning method that stores all elements in a sample set in memory. Furthermore, we show XTrie has better performance, and is able to execute 7 times faster on 200,000 samples. Both ETrie and ATrie algorithms further improve the memory requirements used by XTrie. ETrie was able to reduce memory consumption to 1/16 of that used by XTrie. Finally, ATrie was able to reduce memory consumption by 1/16384 of that used by XTrie, by using an adaptive method on birthdate data and a 2-level trie. In our second topic, we propose a network aware multiway join for MapReduce (SmartJoin) that improves performance and considers network traffic when redistributing workload amongst reducers. We show this can reduce the time required to join multiple datasets. In our evaluation, we show that SmartJoin has up to 39% improvement compared to the non-redistribution method, a 26.8% improvement over random redistribution and 27.6% improvement over WorstJoin redistribution. Finally, in our third topic we propose a dynamic data partitioner and virtual machine mapper for MapReduce when deployed on a heterogeneous cloud environment. Simulation and experimental results show an improvement in MapReduce performance, improving data locality by 33% and optimizing total completion time by 41%. Furthermore, by using the Load Aware Virtual Machine Mapper obtained an additional 13% improvement in reduce phase completion time.

碩士
國立政治大學
會計研究所
97
With the coming of knowledge economy era, the value of enterprise transforms from tangible assets to intangible assets. In this background, intellectual capital has been gradually valued. Therefore, if enterprises want to maintain a competitive advantage, they have to manage the intellectual capital. The enterprises in Taiwan have come to a turning point, in which they can’t ignore the importance of intellectual capital. The knowledge-based service industries are actively developing to replace the existing manufacturing industries, bringing the next wave of economic growth. By reviewing the domestic literature, there is rarely an integral framework which can help companies combine intellectual capital development with organizational strategy and improve their management. In addition, using service industry as study subject is even rarer. Hence, the representative of knowledge-based services industry, medical institution, is taken as an example in this study, to consider how to make use of the tool of integrated strategy management, the Balanced Scorecard, to assist the hospital to develop the Strategic Intellectual Capital. Some suggestions are given in this paper for the gap of Strategic Intellectual Capital and this model may be used as a reference study.

碩士
東吳大學
會計學系
95
In recent years, many nations in the world have been promoting government reconstruction movements and one of their efforts is to follow the private section to introduce Performance Management and Strategy Management mechanisms and demand all agencies to plan their administrative objectives that are trimmed to meet people needs and factors of environmental transitions with prospective visions, and to design objective assessment methods for administrative performance and incentives of encouragement for upgrading the administrative efficacy of the government in living up to the expectations by the general public. With recent changes in social and economic contexts, and natural hazards resulted from abnormal weather in the world, the general public demands more on the quality of meteorological information. With Central Weather Bureau (CWB) as the subject, this paper attempts to explore into issues related to how CWB should improve its administration competence and efficiency to cope with direct impacts from changes of the external environment through a construction of strategic performance indices. Angling at perspectives of a balanced scorecard, this study conducted documentary researches and in-depth interviews with management members to map out fifty-five (55) performance measurement indices for construction of the configuration of CWB strategy management using the questionnaires method. A total of thirty-six (36) strategy performance indices from seven (7) aspects of “meteorological information service”, “budget preparation and application”, “administrative highlights”, “customer”, “control”, “operation process”, and “incentives and innovation” has been extracted from results of factor analysis. According to the findings from variations analysis, divide was observed in the common recognition of the strategy performance indices among internal units of CWB. Different objectives addressed by each individual unit might explain such divide since the disciplines involved cross meteorology, seismology, marine meteorology, and astronomy, suggesting there is an ample room justifying further efforts in achieving lateral consensus in CWB. Meanwhile, regression analysis revealed that significant divide did exist in “extent of important”, and “ideal status of executive” while the index of “extent of executive difficulties” was also significantly higher. CWB could achieve its visions of “promoting living standard”, “reduced damage from natural hazards”, and “creating economic benefits” in updating its weather service level through channels including promotion of modern weather observation, development of refined weather forecast, and creation of diversified weather information service should CWB be able to make improvements with limited resources through justified distribution.

碩士
東吳大學
國際貿易學系
95
On June 26, 1991, the government approved 16 private banks; it turned on a new leaf of the financial development of the country and makes a stride-forward to freer financial market. With the passage & implementation of Financial Holding Company Act in 2001 & Taiwan’s entry to the WTO in January 2002, the domestic financial service industry is changing more turbulently. Due to the implementation of Financial Holding Company Act, the banking system is segregated as Financial Holding Companies & Non-financial-holding companies. Financial holding companies got the advantages of diversification, integration & economy of scope; while the non-financial-holding companies can only operate the traditional banking service. Since the margin of deposit & lending rates has been intensely reduced, operation efficiency and synergy need to be continuously improved & strengthened. In practice, many of them are utilizing the popular strategic management tool: Balanced Scorecard. this strategic management tool combined the management tools like: strategy management, performance evaluation & organization communications; it can help the supervisor convert from the narrow-thinking pattern which is focusing on financial index to strategic thinking pattern which covers multi-aspects, and execute and implement the strategies by using the balanced scorecard to improve the overall operation performance. This research was based on case studies on Non-financial-holding companies. It’s a practical research integrating literatures & questionnaire survey for bank managers, business supervisors & clerks and interviews of some managers & supervisors. Besides the theoretic basis of balanced scorecard, this research also integrates the case study of a particular bank with its structure of strategic management to achieve the balance between literatures and practices. The main finding of this paper are stated as follows, 1.The employee’s consciousness of the perspective is less clear as hierarchical lowers, the same as correlation with strategy. 2.On strategic performance aspect, customers & risk management take priority over learning and growth. 3.Managers are more satisfactory with the awareness of the execution of strategies than deputy managers and lower hierarchical staff. 4.For the awareness of key strategic success elements, business units are different from managing units. It was resulted from the conflicts and differences of its responsibilities.

碩士
國立海洋大學
航運管理學系
90
The purpose of the research is to discuss the relationship of the shipping corporation strategies and performance in different shipping corporations and industries. The project use Miles ＆ Snow（1978）to classify shipping corporation into four different strategic types:prospector, defender, analyzer and reactor. We also used Kaplan ＆ Norton’s Balanced Scorecard (financial perspective, customer perspective, Internal business perspective and learning and growth perspective) to measure the shipping corporation. Chi-Square test, Factor analysis, ANOVA, Scheffe’s test and T test were used for the statistical analysis. We can get the following conclusions from the above analyses：(1) There is no significant relationship between the shipping corporation strategy types and the different shipping industries. (2) There are divided two factors influence the emphasizing and the satisfying degree of the shipping corporation strategies and performance by different strategy types. (3) There are the other divided two factors, which will influence the emphasizing and the satisfying degree of the different shipping industries and performance by different strategy types. (4) According to over half of performance standards appear, there are very obvious differences. The tested companies have to improve themselves in practicing these forty-two standards.

碩士
正修科技大學
經營管理研究所
98
As the more attention to the teachers’ specialties by parents and the educational administrative agencies, as well as the evaluation of teachers’ specialties which will be legislated, the teachers now have to enhance their specialties constantly. Because the most teachers still have doubts about the fairness and objectivity of the evaluation of teachers’ specialties, and furthermore, the class teachers must take the responsibility of helping students become mature and the classroom management. For those two reasons, the teachers make the class strategies to seek the appropriate indexes to reach the effective classroom- management. The Balanced Scorecard (BSC) can transform the strategies into actions as the scalable index of the four dimensions includes: the customers, the internal processes, the financial dimension, and learning and growth. Therefore, this study is based on Balanced Scorecard theory to construct one measurable structure of classroom- management in the elementary school and taking the county public elementary school teachers as objects. The purpose of the study was to construct the structures of classroom- management in the elementary school with the BSC, to use the method linking with BSC and Analytic Hierarchy Process (AHP) to search and measure the opposite distribution of dimensions and strategic goals, to use a method of AHP to search evaluation indicators, and to build up a strategic map with the BSC and the classroom- management strategies. The study was composed of questionnaire and ANP methods. First of all, according to the literature review that discussing the ideas about classroom – management, the strategic goal was focused on the four dimensions of BSC. Afterwards, the structures of BSC strategic system were constructed by the conclusions of the former studies and professional experiences. Then, by using ANP, the depending and feedback relationships during the high and low levels were carried out to calculate every dimensions and strategic goals. After that, I can get the importance of strategic goals in every dimension. The evaluation effectively reflects the important goal of constructing the classroom- management strategies of the elementary school, and provides the reference which is the self-examination of classroom- management for elementary school teachers. According to the literature review and statistic analysis, the conclusions of this study are: 1. The results show four dimensions, thirteen evaluate items, and fifty-four indicators. 2. The “effective teaching” in the dimensions of internal process which weighs 0.996 is the most important and the ”effective using community resources” in the dimensions of finance which weighs 0.4648 is the least important. The experts consider the most import 5 items in order which are “effective teaching” in the dimensions of internal iii iv process, “implementation of student counseling” in the dimensions of internal process, “pursue growth and learning” in the dimensions of learning and growth process, “classroom capabilities and operational plan” in the dimensions of learning and growth process, “construct and maintain classroom-management routines” in the dimensions of internal process. 3. The weight of fifty-four evaluation indicators can provide teachers ways to execute classroom-management strategies. 4. A strategy map can help developed teachers planning self-professional in classroom-management for reference. 5. According to sequence of the constructing weight, teachers can manage classes by selecting the more important index and goal depending on demands.

碩士
國立政治大學
經營管理碩士學程
94
In one fast, rapid and changeable business environment of today, business owner always must face more challenges. To review the operation results, business owner could not just emphasize traditional statements. The reason is that financial per-formance is just one output after operation and it could not clearly and obviously tell business owner to adopt what ways to break through current status in operation envi-ronment. And, business owner could not just know how to create billing but no views on strategy planning and management improvement. If not, once facing economic de-pression or industry shrink, business entity surely would have huge perils in its running. In this paper, we hope to assist business owner to get suitable ways in better strat-egy planning and also know how to do it for better improvement. Balance score card is one of good tool to let business owner physically implement related focuses to every department or even every employees after having one clear strategy development ways. Thus, everyone of business entity would endeavor together to avoid operation risks to create one new status and environment. In the research of this paper, it follows the vi-sion, core values, mission and current operation status of case studying company to gradually build fundamental and consolidated analysis in strategy development ways. After, passing through the design on balance score card, we let strategy development ways and balance score card be combined together. Finally saying, this paper bases on the conditions and industry analysis of case studying company to build strategy development ways then link it with balance score card and strategy development. In addition, it specially hopes to give new ideas in how to run electronic component distributor industry. Other similar industries also could get something of this paper for the purpose in knowledge and experience sharing.

碩士
國立政治大學
經營管理碩士學程
93
Balanced Scorecard (BSC) is a powerful tool for describing and implementing an organization’s strategy. The four-perspective model of describing a value-creating organization can be regards as a language for executive teams to discuss the direction and priority of their strategic agenda. In terms of strategy measures, they do not only represent as the key performance indicators (KPIs) of four independent perspectives, but also regard as the cause-effect linkage of goals and items among the four perspectives of BSC. Robert S. Kaplan and David P. Norton created the expression model of the cause-effect linkage to assist the discussion process of executive teams. It is so called a strategy map. They both also demonstrated a fundamental principle underling the BSC; i.e. “If you can measure, you can manage it.” From an empirical perspective, people believe that management information systems (MISs) can help the efficiency and effectiveness of business administration as well as be the powerful tool of generating data for various performance measures. Therefore, by analyzing a case of a BSC roll-out enterprise, this research would like to address whether the data requirements of strategic measures generating from strategy maps are fulfilled by the data output from the MISs or not. Is it a necessity to support the strategic goals of an enterprise first in case of building MISs for an enterprise? After studying the status of roll-out BSC enterprises in different industries, it shows that there is a “KPI-data accuracy” issue between actual KPIs needed and the data resources from. The purpose of this research is to build a data requirement planning model to find out the “accurate data” by using a business intelligence (BI) tool to access the effective information from ERP, CRM, SCM, Workflow, KM, e-Learning; etc., and then to manipulate those data in order to output the BSC indicators for executive teams for monitoring the status achieved of BSC from the dashboard anytime. Moreover, the study also standardizes the BSC roll-out processes and the integration processes of MISs by summarizing into time tables of project management which can be regarded as a reference kit for enterprises intending to implement BSC in the future. Finally, the study also demonstrates the benefits of BSC in assisting change management of an organization, in evaluating the intellectual capital, and in measuring information capital readiness of an enterprise, etc.

碩士
國立政治大學
會計研究所
91
Performance measurement has been an important topic in academic research, particularly in the study of governmental organizations with which ultimate authority over public resources lies. How to achieve a more efficient use of resources and guide the organization towards its goals and vision has become one of the main subjects within the discussion of performance measurement. This research was based on a case study of the National CKS Culture Center, with a focus on the subject’s unique characteristics. First we examine the problems the organization encountered under the current performance measurement program. Then, a complete setting of new strategic goals and performance measurement indicators based on the balanced scorecard approach was proposed. The third part of this study reported the results of a survey, in which members of the subject organization from different departments and positions were asked to rate the significance of various performance indicators. Suggestions on the overall performance measurement system of National CKS Culture Center were presented at the end. Our findings showed that the current performance measurement system was simply a combination of rules extracted from various legislations, and the organization goal for most employees was to passively follow these regulations. We suggested that the organization should follow the strategy map approach, and set performance measurement indicators according to the organization’s mission and strategy. Both financial and non-financial indicators (consisting of different perspectives such as customer, internal process and learning & growth)should be incorporated into the system, including the measurement of department and personal performance. The survey also revealed that the difference in department and position strongly effected how an employee viewed the importance of different performance measurement indicators. The lack of interest and saliency on these measurements from the supporting personnel and civil servants would result in goal incongruence between the organization and individuals, which would cause negative impact on the organization as a whole.

碩士
國立彰化師範大學
企業管理學系國際企業經營管理
99
ABSTRACT The purpose of this study is to explore the effect of balanced scorecard (BSC), after formulated as company’s strategy, and combining with Hoshin Kanri, has on the overall corporate performance. Hoshin Kanri constitutes two levels: strategic planning and annual policy deployment. Strategic planning, starting with company’s mission, vision, and business philosophy, which after analysis of internal situation and external trend, are then enacted as company’s medium- and long-term planning, and are finally established as the fundamental policy of the entire company. Annual policy deployment is the annual goal based on the management policy, with which each department will deploy gradually according to the objects set forth in the first level to the responsible personnel in charge of the plan, and eventually realize it through various countermeasure actions and strategies. Targeting a case company in the machine games industry, the study intends to conduct an in-depth analysis on what are the execution process, final benefits, and key success factors that case company uses to achieve strategic goal, when establishes medium- and long-term strategic planning, employs balanced scorecard (BSC) to convert strategy into concrete action project, and sets up specific performance index under particular internal and external environments. Finally the results will be provided as valuable references to the industry. Findings are described as follows: 1. Case company’s adoption of balanced scorecard (BSC) contributes greatly to the strategic linkage and enhancement of company’s overall performance. Nevertheless, positive effect can only be expected to produce on condition that refined management and adjustment are continuously utilized to improve daily work routines. 2. Active involvement and determination of high-level management play crucial role in the effective deployment of Hoshin Kanri. 3. An execution unit must be put directly under the general manager to take sole charge of review, promotion, and compilation of annual policy deployment, as well as coordination, trans-departmental and trans-functional integration, and planning-related activities. 4. All units should meet the specific and feasible action plan to achieve the target project, and apply the principles of PDCA management cycle, the target project closely integrated with the daily management practices ,but also the effectiveness of the implementation of activities with specific key factors.

碩士
東吳大學
會計學系
96
Objective：In this paper we select National Highway Construction and Management Fund as the study case to establish the strategic performance indicators of the fund by using Balance Scorecard theory. It is expected to promote the efficiency of the fund performance and improve its financial problem after the completion of this study. Introduction：National Highway Construction and Management Fund established in 1994 is one of the funds of the ministry of transportation and communications. The main purpose for this fund is to provide the budget for the construction of the highway network in Taiwan. This fund is managed by National Freeway Bureau, responsible for road operation, maintenance and management, and is executed by National Expressway Engineering Bureau for the new road construction. Methods：Based on Balance Scorecard theory, we refer to MOTC Policy White Paper to set up the mission and vision of National Highway Construction and Management Fund, and then derive vital strategic issues. Accordingly, the strategic objective and the performance indicator for this fund are determined. Through the construction of strategy maps, the correlation of all aspects of strategic objective can be examined. By means of the questionnaire survey, we have consulted the officials of MOTC about the level of importance, execution and difficulty in all aspects of performance indicators. The results are the analyzed by the following statistical methods. 1.Descriptive Statistics: Use to understand the respondent attitude to the questionnaire. Arithmetical average and standard deviation are implemented to measure the variance of sample data. 2.Reliability Analysis: Examine the liability of sample data. 3.Factor Analysis: An approach to condense the associated variables into conceptualized factors for statistics analysis. 4.One-Sample T Test: Compare the mean score of items in the questionnaire to the acceptable value 3 to understand the consent level to the item in the sample. 5.Analysis of Variance ANOVA: Examine the variance caused by different attributes of questionnaire items. 6.Regression Analysis: Use regression models to evaluate the possibility of modifying performance indicators. Conclusion：Our results indicate that the respondents of the survey generally agree to the importance of performance indicators listed in the questionnaire. Because the executable degree of performance indicators is susceptible to economic conditions, prices of commodities, and plan orientation, excessively conservative evaluations and insufficient challenge frequently occur in the executions. Among them, the aspect of learning and growth, due to the mismatch of training courses and their practices, gains the lowest executable degree of performance indicators. As to the execution difficulty of performance indicators, three out of four belong to the aspect of finance. It suggests that more efforts should be focused on improving the execution efficiency of financial aspects in the executive institutions.