本研究探索位於中東地區跨國公司多國籍各級主管對工作上所需職能,管理技巧重要性之認知,並以管理活動職能模式(ACM)推演結果.研究對像大都是石化油氣六家製造業及五家銀行貿易等服務業, 研究方法以多重問卷調查方式收集資料後,有效樣本177件,以統計軟體SPSS之factor analysis, one-way ANOVA, t-test, data correlation分析歸納並與各假說比對.
主要研究發現為(一)跨國公司各級主管對管理活動重要性之認知因職位高低,不同行業均有顯著差異. (二)不論任何職位行業均認為溝通,說服,協調能力,計劃組織能力及領導力為執行管理活動最重要三項技巧. (三)管理活動與其個別所需技巧因職位行業不同有顯著差異. (四)中低階主管認為對掌握多元文化有關之管理技巧重要性高於高階主管.
本研究結果對跨國公司主管管理才能發展訓練,生涯規劃有相當參考價值.同時也可當作主管海外派任選拔或雇用之能力指標.

This study discusses an activity competency model (ACM) which was utilized to investigate the perceived importance of managerial activities and skills/knowledge required of three management levels of Multi-national Corporation (MNC) under cross culture working environment in Middle Eastern area country.
The 177 samples of this study collected mainly on different level of mangers from seven oil; petrochemical manufacturing industries and six service industries such as financial companies; bank and trade companies. Many quantitative methods, including factor analysis, one-way ANOVA, t-test, data correlation were utilized to test the hypothesis of this research. The major findings of this study are summarized as following: (1) the importance of MNC managerial activities varies significantly for both different levels of management and different industries. (2) the most important managerial three skills; communication, persuasiveness and coordination skill; planning and organizing skill; leadership skill are all identical in each management level and industry type as well. (3) it is very diversity in terms of cross-relationship between managerial skill and activity. (4) it is more concern on diversity of culture for lower management level than for upper level due to frequent personal contact and communication.
The results of this study have implications for MNC management development, training, and management career planning. They can also serve as a guideline for recruiting or dispatching the capable expatriate manager for international business enterprise.

1. Introduction……………………………………………………………………..1
2. Literature Review………………………………………………………………3
2.1 Activity competency model…………………………………………………3
2.2 Literature of MNC management roles , function, activities and skills….5
2.3 Conceptual framework and hypotheses…………………………………..8
3. Research Design……………………………………………………………....13
3.1 Instrument development and pilot study…………………………………13
3.2 Sampling…………………………………………………………………….17
4. Data analysis…………………………………………………………………..17
4.1 Sample characteristics……………………………………………………..17
4.2 Factor analysis……………………………………………………………...18
4.3 Description statistics of Management activities………………………….20
4.3.1The five least and most important managerial activities by industry....20
4.3.2 The five least and most important managerial activities by level…….20
4.4 Testing of the hypotheses………………………………………………….22
4.4.1 One way AOVA test of Effects of industry type and management
Level on management activity……………………………………..….22
4.4.2 t-Test of analysis of importance of management activities…….….24
4.4.3 Analysis of importance of management skills………………………27
4.4.4 Correlation of analysis of relationship between managerial activities and skills………………………………………………………………….28
5. Implication and conclusions………………………………………………….32
5.1 Discussion of result……………………………………………………….32
5.2 Implication and suggestion………………………………………………34
Reference…………………………………………………………………………36
Appendix…………………………………………………………………………..38
Descriptive statistics of management activities………………………………..38
Factor analysis………………………………………………………………….39
Reliability Statistics test………………………………………………………..41
One-Sample t-Test……………………………………………………………..44
Questionnaire for the study…………………………………………………....47

1 Adler, L. and Bartholomew, S. (1992) "Management globally competent people", The
Executive, Vol. VI ,No. 3, p52-65.
2 Ali, A. J. and Camp, R. C. (1996) " Global managers: qualities for effective
competition", International Journal of Manpower, Vol. 17 No6/7, p.5-18.
3 Bakhtari, H. (1995) "Culture Effects on Management Style: A Comparative Study of
American and Middle Eastern Management Style", International Studies of
Management and Organization, 25(3) , P.97-118.
4 Black, J.S. and Porter, L,W.(1991) "Managerial Behavior and Job Performance: A Successful
Manager in Los Angles May Not Succeed in Hong Kong", Journal of International
Business Studies, 22(1) P. 99-113.
5 Carmeli, A. (2006) "The relative importantance of the top management team's managerial
skills", International Journal of Manpower, Vol 27 ,No. 1 , p. 9-36.
6 Carrol, S. J. and Gillen, D. J. (1987) " Are the Classical management Function Useful in
Describing Managerial Work?", The Academy of Management Review, Vol. 12, No 1,
p. 38-51.
7 Couger, J. D. (1998) "Key human resource issues in IS in the 1990s: views of IS executives
versus human resource executives" ,Information and Management, 14 (4), p. 161–174.
8 Cullen, J. B. and Parboteeah, K. (2006), Multinational Management,3rd edition, p.572-573.
9 Grover, V; Jeong, S. R ; Kettinger, W. J. and Lee, C. (1993)" The chief information officer:
a study of managerial roles" ,Journal of Management Information Systems, 10 (2),
p. 107–130.
10 Hofstede, G (1980) "Motivation, leadership and organization: do American theories
apply abroad?", organization Dynamics, Summer.
11 Igbaria, M; Meredith, G. and Smith, D.C. (1994) "Predicators of intention of IS professionals
to stay with the organization in South Africa" ,Information and Management, 26 (5),
p. 245–256.
12 Jassawal, A ;Truglia, L. C. and Garvey, J.'s study (2004) " Cross-culture conflict and
Expatriate manager adjustment", Management Decision, Vol 42, No 7, p. 837-849
13 Jokinen, T. a (2005), "Global leadership competencies: a review and discussion", Journal of
European Industrial Training, Vol. 29 ,No.3 , p.200.
14 Jokinen, T. b (2005) "Global leadership competencies: a review and discussion" ,Journal of
European Industrial Training, Vol. 29, No.3 , p.201.
15 Jordan, J. and Cartwright , S. (1998) "Selecting expatriate managers Key traits and
competencies", Leadership & organization development Journal, 19/2 , p.89-96.
16 Karimi, J; Gupta, Y. P. and Somers, T.M. (1996)"The congruence between a firm's
competitive strategy and information technology leader's rank and role", Journal of
Management Information Systems ,13 (1), p. 63–88.
17 Katz, R. L. (1955) "Skills of an effective administrator" ,Harvard Business Review, 33 (1),
p. 33–42.
18 Mintzberg, H. (1971) Management Science, Vol. 18, No. 2, Application Series. P 97-110.
19 Mintzberg, H. (1973).A Comprehensive Description of Managerial Work: The Nature of
Managerial Work, Harper & Row, New York.
20 Miroshnik,V. (2002), "Culture and international management: a review" ,Journal of
Management, Vol.21 No. 7, p.521-544.
21 Ohio, A. (2004),"The power of culture influence on managerial behavior in organization"
Development and learning in organizations, Vol 18, No. 2 .
22 Phatak, A.V.(1986), International Dimensions of management, PWS-Kent, Boston, MA.
23 Nelson, R.R. (1991) Educational needs as perceived by IS and enduser personnel: a survey
of knowledge and skill requirements, MIS Quarterly, 15 (4), p. 503–525.
24 Rifkin, K. I; Fineman, M. and Ruhnke, C.H.(1999) "Developing technical managers—
first you need a competency model" ,Research Technology Management, 42 (2), p. 53–57.
25 Rockart, J.F; Earl, M.J. and Ross, J.W. (1996) "Eight imperatives for the new IT
organization", Sloan Management Review ,38 (1), p. 43–55.
26 Roepke, R; Agarwal, R. and Fettatt, T.W. (1992) "Aligning the IT human resource with
business vision: the leadership initiative at 3M" MIS Quarterly, 16 (4), p. 449–465.
27 Sandwich, P. A. (1993)"Hierarchy of management Training Requirement: The Compentency
Domain Model" ,Public Personal management, 22(1) p. 43-62
28 Taylor, E.B. (1977) "Primitive Culture: Researches Into Development of Mythology,
Philosophy,Religion,Language",Art and Customs,Vol 1, Murray, London.
29 Teo, S.H; Ang, J.S.K. and Pavri, F.N.( 1997) "The state of strategic IS planning
practices in Singapore" ,Information and Management, 33 (1), p. 13–23.
30 Teo, T.S.H. and King, W.R. (1996) "Assessing the impact of integrating business planning
and IS planning" ,Information and Management ,30 (6), p. 309–321.
31 Watson, R.T.(1990) "Influences on the IS manager's perceptions of key issues: information
scanning and the relationship with the CEO" ,MIS Quarterly, 14 (2), p. 217–231.
Website
http://cobe.boisestate.edu/msr/index.htm
http://ollie.dcccd.edu/mgmt1374/book_contents/1overview/managerial_roles/mgrl_roles.htm