英文摘要
|
Since the commissioner Lin Mingxuan inaugurated his first term in December 2014, it finds that the objective competitiveness of the Nantou County Government is better in education and culture, public safety and firefighting, but is less competitive in economy and employment, environmental protection and environmental quality, public security, health care, quality of life and modernization, and social welfare, then hurt her overall competitiveness. Therefore, the Nantou County Government must strive to strengthen the economy and employment, environmental protection (air pollution), public security, health care, quality of life and modernization and social welfare dimensions. However, according to the recent 6 polls datasets analyses in the Global Vision Magazine, it shows that Nantou County people are most dissatisfied with "economic and employment", followed by "police public security" and "roads and traffic". Therefore, the most important units are the Construction Department, which is responsible for investment and economy, the Social and Labor Department, which is responsible for employment, the Police Department, responsible for public security, and the Public Works Department, which is responsible for roads and traffic. If the Nantou County Government could continue to work on important issues and strengthen the performance marketing, Commissioner Lin should be successfully re-elected. As matter of fact, the Commissioner Lin won 194,172 ballots, which is 66.63% in the local election on November 24, 2018. Since Commissioner Lin inaugurated his second term in December 2018, there have been two existed polls showing relatively stabilizing satisfaction.
|
参考文献
|
-
黃國敏,周宗德(2006)。苗栗縣文化創意產業的發展及其行銷策略之研究。中華行政學報,3,7-23。
連結:
-
黃國敏,張碧琴(2009)。觀光產業行銷策略規劃:新竹縣個案分析。中華行政學報,6,61-94。
連結:
-
黃國敏,張碧琴(2009)。觀光產業行銷策略規劃:新竹縣個案分析。中華行政學報,6,61-94。
連結:
-
黃國敏,陳宏杰(2005)。南投縣觀光產業行銷策略規劃。中華行政學報,2,41-60。
連結:
-
Barney, J. B.(1999).How a Firm’s Capabilities Affect Boundary Decisions.Sloan Management Review,137-145.
-
Berman, E.,West, J.(1998).Productivity Enhancement Efforts in Public and Nonprofit Organizations.Public Productivity and Management Review,22(2),207-219.
-
Berry, F.(1994).Innovation in Public Management: The Adoption of Strategic Planning.Public Administration Review,54(40),322-330.
-
Berry, F.,Wechsler, B.(1988).State Agencies’ Experience with Strategic Planning: Findings from a National Survey.Public Administration Review,12(2),159-168.
-
Bozemam, B.,Straussman, D.(1990).Public Management Strategies.San Francisco:Jossey-Bass.
-
Bozeman, B.,Straussman, J. D.(1991).Public Management Strategies: Guidelines for Managerial Effectiveness.San Francisco:Jossey-Bass.
-
Bryson, J.(1995).Strategic Planning for Public and Nonprofit Organizations: A Guide to Strengthening and Sustaining Organizational Achievement.San Francisco:Jossey-Bass.
-
Bryson, J.(2004).Strategic Planning for Public and Nonprofit Organizations: A Guide to Strengthening and Sustaining Organizational Achievement.San Francisco:Jossey-Bass.
-
Bryson, J.,Roering, W.(1987).Applying Private-Sector Strategic Planning in the Public Sector.Journal of the American Planning Association,9-22.
-
Denhardt, R.(1993).The Pursuit of Significance: Strategies for Managerial Success in Public Organizations.Belmont:Wadsworth.
-
Faludi, A.(Ed.),Salet, W.(Ed.)(2000).The Revival of Spatial Strategic Planning in Europe.Amsterdam:Royal Netherlands Academy of Science.
-
Gargan, J.(Ed.)(1997).Handbook of Local Government.New York:Marcel Dekker.
-
Huang, C.(2005).Effects of Strategic Planning: What Managers of the Florida Department of Corrections Think.Chinese Administration Review,14(4),57-72.
-
Maslow, A.(1954).A Theory of Human Motivation.Psychological Review,50,370-396.
-
Mondy, R.W.,Premeaux, S.R.(1995).Management.New York:Prentice Hall.
-
Morley, D.(1993).Strategic Direction in the British Public Service.Long Range Planning,26(3),77-86.
-
Nutt, P.,Backoff, R.(1992).Strategic Management of Public and Third Sector Organizations: A Handbook for Leaders.San Francisco:Jossey Bass.
-
Olsen, J. B.,Eadie, D. C.(1982).The Game Plan: Governance With Foresight.
-
Osborne, D.,Plastrik, P.(1997).Banishing Bureaucracy: The Five Strategies for Revinventing Government.Reading:Addison-Wesley.
-
Paul, J.(2009).Strategic Management for the Public Services.Hoboken:John Wiley & Sons.
-
Peters, G.(Ed.),Pierre, J.(Ed.)(2003).Handbook of Public Administration.Thousand Oaks:Sage.
-
Poister, T.,Streib, G.(1994).Municipal Management Tools from 1976 to 1993: An Overview and Update.Public Productivity and Management Review,18(2),115-125.
-
Poister, T.,Streib, G.(1999).Strategic Management in the Public Sector: Concepts, Models, and Processes.Public Productivity and Management Review,22,308-325.
-
VonBergen, C.W.(2013).SWOT Analysis for Individuals.The United States Association for Small Business and Entrepreneurship Conference
-
Weihrich, H.(1982).The SWOT Matrix– ATool for Situational Analysis.Long Range Planning,15(20),55-66.
-
丘昌泰(2007).地方政府管理研究.台北:韋伯.
-
吳梵(2014)。高雄,國立高雄大學國際高階經營管理研究所。
-
翁興利(2004).政策規劃與行銷.台北:華泰文化事業股份有限公司.
-
曾瑞明(2013).公共管理學.北京:清華大學出版社.
-
黃博治(2012)。SWOT分析法的三大迷失。機械月刊,38(3),2-3。
-
蔡菱芳(2007)。高雄,國立中山大學藝術管理研究所。
-
駱焜祺(2001)。高雄,國立中山大學公共事務管理研究所。
|