在多國企業，經理人發展計畫的挑戰不只是計畫的本身內容要能全面性與多樣化，而且要如何能夠在世界各地ㄧ致且有效率的執行。許多多國企業面臨要採取集權亦或分權的兩難困境，因為其各有優點與缺失，而這樣的爭論也從未停止過。企業不是從整個計畫該採取什麼方式來思考，而是可以檢視整個計畫的流程，從需求分析、設計發展、到執行評估，來決定每個流程最適合的採取方式。也就是，混合使用集權和分權來獲取兩者的好處。

The challenge of management development in multinational companies is not only the program design itself, to design a diversified and comprehensive program, but also how to implement the program worldwide consistently and efficiently. Many multinational companies face the dilemma of centralization or decentralization because both have strengths and weakness and the debates on which approach is better is never ending. Instead of using the single one approach for the whole program, companies can review the process, from needs collection, design and development to implementation and evaluation, to determine the right approach for each. It means to use the combination of centralization and decentralization to capture the strengths of both.

Table of Contents
1. Introduction 1
1.1 Background 1
1.2 Purpose 3
2. Literature Review 5
2.1 Training and Development Function 5
2.2 Management Development 7
2.3 Globalization and HRM 11
2.4 Training Strategy for Global Operations 15
3. Research Method 19
3.1 Case 19
3.2 Data Collection 23
4. Data Analysis 26
4.1 Program Initiative 28
4.2 Program Implementation 35
4.3 Outcomes and Benefits 48
5. Discussion & Suggestions 56
5.1 Centralization vs. Decentralization 56
5.2 Management Development Program 61
5.3 Research Limitation 62
5.4 Suggestions 63
Reference 64

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