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You Should Smile More: How to Dismantle Gender Bias in the Workplace

為了解決Product Line Manager的問題，作者Hudson, Dawn,Nicholson, Cie,Short, Mitzi 這樣論述：

You Should Smile More: How to Dismantle Gender Bias in the Workplace empowers women and men to unlock a culture of greatness in the workforce--one little thing at a time. Written by six C-suite women with a collective resume covering 29 industries, the book offers a completely new lens through which

to talk about and tackle the stubborn remnants of gender bias at work.＂In the business world, barriers to inclusion are barriers to success,＂ states a line from the book’s Introduction. ＂Diversity breeds better solutions faster if people feel comfortable in their environment.＂ But from small indign

ities to unconscious slights, women experience situations at work every day that may seem small or unimportant but that effectively differentiate and exclude them. These are not #MeToo moments - they are micro-offenses; the small, awkward, or uncomfortable moments that slow-build until the unwelcome

environment takes hold and women disengage. Situations the authors address range from things like use of the term ＂girl＂ versus ＂woman,＂ watching male colleagues leave work for a social event where women colleagues were left off the invite list or hearing that a qualified woman shouldn’t be offere

d an assignment because she has small children at home. You Should Smile More shows witnesses, allies, supervisors, and women at every level in their careers how to dismantle everyday gender bias, based upon the latest research, personal accounts, and interviews with dozens of professionals, both wo

men and men. Widely known as a meme, the title itself is now a call-to-action against the very advice women so frequently hear from male colleagues or bosses. The authors spotlight these all-too-familiar moments, offering realistic strategies every witness can use to confront and productively addre

ss them. The information within the book finally advances women in the corporate workplace as equals and advances organizations on the path to creating cultures of true inclusion. The authors call themselves ＂The Band of Sisters＂ and have collectively seen it all, from the bottom rung to the boardr

oom. They know firsthand how hard it is to navigate these gendered situations in the moment. Now they share their experience with a forward-looking eye -- often with humor, and in a way that recognizes the realities of the workplace. With this book as a guide, The Band of Sisters are ready to: + H

elp anyone to recognize and effectively respond to these micro-moments rooted in gender bias. + Pave the way for their ultimate elimination, through shared participation. + Allow organizations to build high-performance cultures that truly value and include diverse perspectives and experiences. Ge

nder bias has been part of our workplaces for too long. We are at the point now where all of us who are in the workplace, around conference tables, water coolers and in Zoom meetings, must make the next push for real change. Dawn Hudson is a senior executive and keynote speaker. She is a founding

member of ＂The Band of Sisters＂ after spending 11 years at PepsiCo as CMO, then President and CEO of Pepsi-Cola North America. After PepsiCo, she served as Vice-Chairman of Parthenon (now part of EY). Later she was the CMO of the NFL responsible for development of the fan base, the brand, and overse

eing all NFL produced events including the Super Bowl. Dawn also has significant governance experience having served on boards of directors of Lowe’s Home Improvement Stores, Allergan Pharmaceutical, PF Changs, and Amplify (sold to Hershey’s). She served as Chairperson of the LPGA (Ladies Profession

al Golf Association) and ANA (Association of National Advertisers). She currently serves on the boards of Nvidia, Interpublic Companies, and Rodan + Fields. Dawn earned her MBA at Dartmouth College. She is passionate about the difference a good culture can make on sustained performance. She is equal

ly passionate about staying competitive in tennis, paddle tennis and golf against increasingly younger players. Cie Nicholson is an investor, and advisor to a number of start-up companies, a speaker, and a founding member of ＂The ＂Band of Sisters＂ after spending 11 years at PepsiCo in marketing posi

tions, including Chief Marketing Officer, Pepsi-Cola N.A. After PepsiCo, she served as EVP and CMO of Equinox, SVP and CMO of Softcard (fintech start-up acquired by Google). She presently serves as public board director for Selective Insurance and served as a private board member for Heartland Food

Group and the ANA (Association of National Advertisers). Cie earned her BS at the University of Illinois and her MBA at Indiana University. Cie lives in NYC however she is on a 20-year quest (2015-2035) to do handstands all over the world - Instagram @cienicholson Mitzi Short, an executive coach and

speaker, is the Co-Founder and CEO of New Season Coaching & Consulting Group, and a founding member of ＂The Band of Sisters,＂ after spending 25 years at PepsiCo in sales, operations, and marketing leadership roles, including PepsiCo Customer Team VP/GM and VP of Multicultural Marketing. Mitzi also

serves as an Adjunct Executive Coach for the Center for Creative Leadership and for the University of Oregon’s Executive MBA Program. She is a Fund for Education Abroad Board Member and former member of Davidson College’s Board of Trustees, The Executive Leadership Council, and GOLFTEC’s Franchise A

dvisory Board Mitzi earned her Bachelor of Arts in Economics from Davidson College and M.B.A. from the University of Oregon. Mitzi is a big sports fan who loves traveling, playing golf, and spending time with family and friends. In addition, she is a GOLFTEC Franchise Owner and contributing author o

f Teeing Up for Success. Katie Lacey is a former CEO and General Manager, a speaker, and a founding member of ＂The ＂Band of Sisters＂ after spending 12 years at PepsiCo in a variety of marketing roles at both Frito-Lay and Pepsi Cola. After leaving PepsiCo she served as SVP, Marketing for ESPN. She m

ost recently served as President & CEO of Crane Stationery, where she led a turnaround of the iconic 200-year-old business and the successful sale of the company. Katie earned her Bachelor of Arts from the University of Virginia and an M.B.A. from Northwestern University’s Kellogg School of Manageme

nt. Presently, Katie lives in NYC where she serves as a Board member of wellness brand, Designer Protein. Lori Tauber Marcus is a corporate board director, executive coach, and founding member of ＂The ＂Band of Sisters＂ after spending 24 years at PepsiCo in multiple roles, including Senior Vice Presi

dent, Marketing Activation. After PepsiCo, she served as SVP, CMO of The Children’s Place Retail Stores, EVP, Chief Global Brand & Product Officer at Keurig Green Mountain, and Interim Global CMO, Peloton Interactive. She also served for several years as the leader of the direct-to-patient workstrea

m at Harvard Business School’s Kraft Precision Medicine Accelerator. Lori also has significant Board experience and presently sits on the boards of Fresh Del Monte Produce and 24-Hour Fitness. She earned her BS from the Wharton School of Business at the University of Pennsylvania. Lori lives in Conn

ecticut and is a health and fitness nut. You can find her most mornings riding her Peloton bike at the crack of dawn. Angelique Bellmer Krembs is the Global Head of Brand at BlackRock and a founding member of ＂The Band of Sisters,＂ after 23 years at PepsiCo, leading turnaround and growth for many be

loved brands, including Pepsi, Mountain Dew, and SoBe, and a variety of cross-divisional leadership roles. After PepsiCo, she was CMO at News America Marketing, a division of News Corp, then created a ＂Fractional CMO＂ practice across a portfolio of startups and emerging brands before joining BlackRo

ck as Global Head of Brand. She earned a Bachelor of Science in Foreign Service from Georgetown University, and an MBA from Dartmouth’s Tuck School of Business. Angelique passionately believes in ＂performance with purpose,＂ and that great business results and high functioning teams always ＂start wit

h why.＂

Product Line 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Product Line 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。

Becoming a Supply Chain Leader: Mastering the Fundamentals and Executing

為了解決Product Line Manager的問題，作者 這樣論述：

The book explains how to emerge and grow as a supply chain leader and details supply chain and procurement processes and operational activities in real-work scenarios across multiple supply chain verticals. The book defines what an entry-level supply chain professional must do to excel in various ty

pes of supply chain verticals such as IT, electronics manufacturing, pharmaceutical, retail, and consumer goods. Apart from helping professionals understand vertical specific nuances, this book helps them to set both short-term goals for annual performance review and longer-term career planning. In

addition, for a mid- or senior-level supply chain professional, the book offers ideas on ways to launch initiatives and demonstrate leadership to foster career growth. It offers ideas about unlocking new values for the organization and creating a data-driven decision support platform to gain financi

al efficiency for better management of CapEx and OpEx spend, thus improving the bottom line. The book includes a tool kit which includes operational data models, financial models, and presentation templates for creating and socializing proposals intended for cross-functional teams and demonstrating

supply chain leadership. The book is divided into four major parts. In Part I, the book starts with an overview of key concepts in a manufacturing supply chain and procurement organization. It describes current forms of modern global supply chain and corporate procurement organizations. The objectiv

e of Part II is to provide a framework for a self-directed supply chain manager to understand how a large organization evaluates the contribution of supply chain managers and where it expects them to create value. To foster career growth as a supply chain professional, the book identifies six key kn

owledge pillars for demonstrating supply chain mastery: Technical and market knowledge of the end product and its constituents. Knowledge of internal product development and sustaining processes and supporting consumption data. Health and market condition of the supplier. Ability to create value.Abi

lity to build internal and external executive relationships with key influencers. Ability to obtain best cost without compromising on quality and lead time. Negotiating cost, sourcing material, and then the logistics of moving the raw material through multiple stages and finally finished materials a

cross the globe are some of the key areas which need continuous improvement. As a sentinel of efficiency, removing any kind of wastage leads to immediate value creation and contributes to the margin by improving the bottom line. In Part III, the book reviews twelve such verticals namely printer, med

ical, IT, energy, automotive, cloud, dairy, data management, avionics, biotech, apparel and start up and the supply chain nuances through the lenses of the framework created in Part II. In Part IV, the book goes back to focus on the professional growth of an individual supply chain person in an indu

stry agnostic way. It provides examples of financial and operational efficiencies that a supply chain professional can create. Sourya Datta is part of Strategic Deals team at Apple where he is responsible for managing the procurement of a number of components for Apple. Prior to joining Apple, he

managed the finances for eBay’s North America. This included managing P&L, budgeting, forecasting, closing the month and quarter for eBay. He was also responsible for leading the analytics for Latam and Canada for eBay. Prior to that, Sourya was the supply chain manager in the Business Operations an

d Strategy Group at eBay. He received his Masters in Business Administration from the University of Pittsburgh, Pennsylvania, USA in Operations and his Bachelors of Engineering from Anna University, India and worked in various consulting firms before doing his MBA. Sourya was featured in Poets and Q

uants as one of the best MBAs in 2015 and has won a number of awards in his tenure at eBay. Sudip Das is an established supply chain executive with 20+ years of proven experience overseeing global supply operations within engineering and technical organizations. He has successfully built supply chai

n organizations from the ground up. His passion is to apply manufacturing supply chain rigor and processes in an IT supply chain environment. After completing his PhD in EE, Sudip started his career in computer and network hardware design and manufacturing at Sun Microsystems and Cisco systems respe

ctively. After doing his MBA, Sudip jumped into IT hardware manufacturing supply chain management. Now, as a leader of datacenter supply chain teams of global brand name companies like eBay, LinkedIn, Sudip gets to see the same industry through a customer’s lens. This has given him a life cycle view

of the global IT hardware industry and its closed loop supply chain which spans from demand forecasting, on time manufacturing, delivery, consumption, and finally disposal. Debasis Bagchi, PhD, MACN, CNS, MAIChE, received his Ph.D. in Medicinal Chemistry in 1982. Dr. Bagchi is a Professor in the De

partment of Pharmacological and Pharmaceutical Sciences at the University of Houston, College of Pharmacy, Houston, TX, and the Chief Scientific Officer, R&D, Cepham Inc. Piscataway, NJ. He is also an Adjunct Faculty of the School of Pharmacy, Texas Southern University, Houston, TX. He served as the

Senior Vice President of Research & Development of InterHealth Nutraceuticals Incorporated in Benicia, CA, from 1998 till Feb 2011. Dr. Bagchi received the Master of American College of Nutrition Award in early October 2010. He is currently the Chairman of International Society of Nutraceuticals an

d Functional Foods (ISNFF), Past President of American College of Nutrition, Clearwater, FL, and Past Chair of the Nutraceuticals and Functional Foods Division of Institute of Food Technologists (IFT), Chicago, IL. He is serving as a Distinguished Advisor on the Japanese Institute for Health Food St

andards, Tokyo, Japan. Dr. Bagchi is a Member of the Study Section and Peer Review Committee of the National Institutes of Health (NIH), Bethesda, MD. Dr. Bagchi has 344 peer-reviewed publications, 36 books and 21+ patents. He has delivered invited lectures in various national and international scie

ntific conferences, organized workshops, and group discussion sessions. Dr. Bagchi is also a Member of the Society of Toxicology, Member of the New York Academy of Sciences, Fellow of the Nutrition Research Academy, and Member of the TCE stakeholder Committee of the Wright Patterson Air Force Base,

OH. Dr. Bagchi is the Associate Editors of the Journal of Functional Foods and the Journal of the American College of Nutrition, and also serving as Editorial Board Member of numerous peer reviewed journals, including Antioxidants & Redox Signaling, Cancer Letters, Toxicology Mechanisms and Methods,

The Original Internist, and others.

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Product Line 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。