臺灣博碩士論文加值系統

論文題目：領導與先應式企業變革之研究　 　　　 論文頁數：97所　組　別：企業管理學系碩士在職專班 (學號：78979903)研　究　生：李智華　　　　　　　　　 指導教授：陳銘薰博士論文提要內容：多位學者認為企業變革與領導者有一定關聯性，Tichy & DeVanna(1990)更指出領導者決定組織變革成敗；領導型態者究竟應採取如何的企業變革策略，方能使企業在企業生命週期中再創生機，達永續經營的目的。為何領導者決定組織變革成敗？本研究擬從領導者和企業變革的角度出發，進一步探討領導者如何影響其企業變革策略，並以合併作為企業變革的民間企業為實體個案，作深入訪談與分析，領導與企業變革之間的關係。藉由個案之研究，瞭解企業在無立即的危機下，是什麼原因觸動企業變革，領導者在企業變革中扮演著什麼角色，領導者個人特質和其領導能力，與企業變革間之關係如何，領導者又如何因應內、外環境之變化，調整其領導風格或行為，進行企業變革。經本研究整理企業變革與領導理論相關文獻，與實體個案深入訪談分析，所得研究發現如下：一、 先應型企業變革(即在無立即危機時而為企業變革者)，其變革原因來自於組織內部條件的觸動，簡言之，領導者能構思企業遠景，在其擁有的資源及權力下，巧妙地運用其領導能力影響部屬，透過與部屬交互作用，達成企業變革之目的。二、 先應型企業變革，領導者為達企業變革的目標，會採「團隊管理」行為模式，同時重視工作任務和人性關懷，強調團隊精神，也強調滿足員工間的基本需求，減少員工對企業變革的抗拒，以期員工對工作的深切承諾。三、 先應型企業變革，領導者在變革過程中，領導者兼採強勢主導性行為與支持性行為，不會因變革專案小組成員的成熟度而改變。四、 先應型企業變革，領導者須有人事任免與獎懲權，且領導者與部屬的關係良好，部屬對領導者的信任度、忠誠度高；公司任務結構是非常清楚的，部屬非常瞭解工作目標並且知道個人的任務；營造如此的環境，才能有利於企業變革執行。本研究僅針對個案做研究，其研究適用性有限。但針對本研究之結果推論出以下命題，供後續研究者深入探討，以增強未來的適用性：命題一：先應式企業變革(即在無立即危機時而為企業變革者)，其變革原因來自於組織內部條件的觸動。命題二：先應式企業變革，領導者為達企業變革的目標，會採「團隊管理」行為模式，同時重視工作任務和人性關懷。命題三：先應式企業變革，領導者兼有強勢主導性行為與支持性行為，不會因變革專案小組成員的成熟度而改變。命題四：先應式企業變革，領導者須有人事任免與獎懲權，領導者與部屬的關係良好，且公司任務結構是非常清楚的，才有利於企業變革執行。

Abstract
Many a scholar believes that there is a definite relationship between organizational change and its leadership. Tichy & DeVanna (1990) pointed out that corporate leadership is a very strong determinant in the success or failure of organizational change program. What kinds of organizational change strategies do different leadership types implement so that an organization is able to reinvent itself and achieve the goal of perpetual existence?
The aim of this paper is to understand how the leader of an organization influences the success or failure of organizational change. We will first look at the issue from the points of view of the leadership as well as the organizational change program itself. We will then discuss the ways in which a leader influences the organizational change strategy and go on to analyze and discuss a case study dwelling on the relationship between leader and organizational change. Through the case study we hope to understand the reason as to why companies initiate organizational change even though they may not be faced with imminent crises. We also hope to understand the role played by the leader in such organizational change, how leader’s personalities and abilities relate to the organizational change programs, and how the environment - both within and without the firm influences leadership style and actions in carrying out such organizational change.
Through analysis of the case in conjunction with relevant materials on principles of leadership and Organizational Change, we can broadly categorize the following points as our findings.
1. Proactive organizational change (where organizational change is initiated without the presence imminent crisis to the firm) takes place because of changes in internal conditions of the organization. Simply put, a leader with foresight is able to use its resources and authority to influence subordinates to achieve organizational change goals.
2. The leader is very likely to adopt management by「Teamwork Management」 as the tools to achieve organizational change goals. They should not lose sight of their mandate. Very often they will emphasize team spirit and try to be sensitive to employees’ feelings and needs as a way to reduce resistance to the change and foster loyalty.
3. During the organizational change, the leader is likely to be both supportive as well as directive in nature. This is usually done without bias and with the maximum objectivity.
4. To successfully implement the organizational change, the leader should have the authority to reduce employee headcount as well as reward where deem fit, they should have a strong trusting relationship with subordinates, organizational structure and responsibilities should be clear and precise, and employees should be aware of job description and responsibilities.
This paper is based on the analysis of the case study. The results are useful references. The results of the study put forth the following preposition for future reference and amendment to suit the situation at the time.
1. Proactive organizational change (where organizational changing is initiated without the presence imminent crisis to the firm) takes place because of changes in internal conditions of the organization.
2. To achieve proactive organizational change, the leader is likely to implement management by 「Teamwork Management」. He/She should not lose sight of their mandate and be sensitive to employees.
3. The leader should be supportive, directive, and unbiased.
4. Leader should have the authority to fire as well as reward employees. They should maintain good relations with employees. The organizational structure and responsibilities should be clear. These are some of the perquisites of a successful organizational change

目錄
目 錄 I
圖 次 IV
表 次 V
第壹章 緒論 1
第一節 研究背景 1
第二節 研究目的 3
第三節 研究流程 4
第四節 研究範圍 5
第五節 研究限制 5
第貳章 文獻探討 6
第一節 企業變革的定義與內涵 6
第二節 企業變革理論 10
第三節 企業變革的原因 12
第四節 企業變革與環境變遷 14
第五節 企業變革障礙及減少障礙的方法 17
第六節 領導者、管理策略與企業變革之關係 20
第七節 領 導 30
第參章 研究設計 47
第一節 研究架構 47
第二節 研究方法 48
第肆章 個案分析(一) 55
第一節 前言 55
第二節 華X銀行簡介 55
第三節 變革原因分析 59
第四節 個案變革分析 60
第五節 領導與個案變革關係之分析 61
第伍章 個案分析(二) 71
第一節 前言 71
第二節 甲公司簡介 71
第三節 變革原因分析 73
第四節 個案變革分析 74
第五節 領導與個案變革關係之分析 75
第陸章 結論及建議 87
第一節 研究結論 87
第二節 研究貢獻 89
第三節 對後續者的建議 89
參考文獻 90

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