臺灣博碩士論文加值系統

本研究在探討高科技產業高階主管應具備之管理能力，主管是藉由何種管道取得這些管理能力，哪些因素影響不同管道的有效性！本研究以工研院159位組(副)長級以上之高階主管為研究對象，所需資料是以問卷調查方法取得。回收120份有效問卷，經由Logit與線性迴歸分析結果有如下的主要發現與建議:
一、工研院組長級主管應具備之管理能力是「策略規劃的能力」 、「解決問題的能力」、「決策品質的能力」、「行動導向的能力」及「建立團隊的能力」。需加強培育之重點能力是「經營敏銳的能力」、「協商談判的能力」、「策略規劃的能力」、「激勵他人的能力」及「決策品質的能力」。工研院未來甄選或晉升組長人選時，應優先考慮具備上述五大能力的候選人。在規劃管理訓練課程時，可安排培訓相關管理能力之課程，以提升現有主管人員之管理能力。
二、管理能力形成最重要的管道是「企業內部正式管理訓練」與「工作經驗的累積」，其次是「派外或國外的短期管理訓練」而影響管理能力形成管道的決定因素是教育程度與職位。工研院應積極規劃及辦理院內各階層主管之管理能力訓練課程，並規劃高階主管接受國內、外完整MBA教育或參加國外短期管理訓練，使每位主管能運用其卓越的管理能力，使研發技術人員得以發揮潛能，達成技術顛峰。
三、工研院的主管經由非正規在職訓練以取得管理能力時，最主要是「向主管提出請教」與「自己主動向主管觀摩學習」。而最有效的管道是「接受資深主管工作上實務教導」。工研院如能安排貴人 (Mentor) 協助方案，使新聘任之主管及早適應組織文化，傳承經驗，將能使管理者發揮更大的功能。

This research attempts to find our three things about: the required managerial competencies for being a top manager; the important resources used for the development of the managerial competencies for top managers; and the influential factors which affect the resources for the development of these managerial competencies for top managers.
This research surveyed 159 top managers of the Industrial Technology Research Institute (ITRI), with a self-administered questionnaire issued by e-mail. Through the Logit and Line Regression Analysis, there are the following findings and suggestions:
1. The most important required managerial competencies for the top managers in the IRTI are: the Ability to Strategic Planning, the Ability to Problem solving, Decision-making Quality, the Ability to Action Oriented, and the Ability to Build a Team
The needed managerial competencies which should be developed for the top managers in the future are: Business Acumen, the Ability to Negotiation, the Ability to Strategic Planning, the Ability to Motivate others, and Decision-making Quality.
Therefore, we would like to suggest the IRTI to consider promoting some competent employees who have acquired these most important managerial competencies mentioned previously as the candidate of being a manager. We also suggest that the IRTI should develop some useful managerial training program for the junior manager in order to facilitate the development of their other needed managerial competencies, such as the Ability to Strategic Planning, Decision-making Quality.
2. The most important resources for the development of these managerial competencies for top managers in the ITRI are: formal managerial training program held in the company, and the experience accumulation through learning by doing; the second important development resources are: short-term managerial training programs held by other companies or overseas institutes. Thus, we suggest ITRI to continuously conduct its managerial training programs, while at the same time to increase the opportunity for the managers to attend the short-term managerial training programs held by other companies or overseas institutes, or complete the MBA program.
3. The inferential factors, which affect the acquisition of these managerial competencies for top managers, are asking their directors for advice and self-directed learning from the observation on their director. The most effective method, however, is receiving the instruction on the practice of the job by the senior directors.
Thus, we would like to suggest ITRI to arrange a Mentor Program to help the junior managers have better adaptation to the unique organizational culture of the ITRI.
Key Words: Managerial Competencies、Managerial Competencies Resources Channel、
Formal On-the-Job Training、Informal On-the-Job Training

目 錄
第一章 緒論1
第一節 研究動機與目的1
第二節 研究問題5
第三節 預期效果與研究限制5
第二章 文獻回顧7
第一節 什麼是管理能力7
第二節 管理能力的來源14
第三節 人力資本理論與影響能力來源因素19
第四節 管理人員之分類
第三章 研究架構與研究方法25
第一節 研究架構25
第二節 研究假設27
第三節 研究方法28
第四節 公司簡介32
第四章 調查結果37
第一節 樣本特性37
第二節 調查結果39
第五章 管理能力來源之實證研究50
第一節 主管特徵與管理能力取得的管道53
第二節 管理能力來源不同管道的有效性60
第三節 管理能力來源管道重要性決定因素分析73
第四節 總結78
第六章 結論與建議80
第一節 研究發現80
第二節 研究貢獻與建議81
參考文獻83
附錄: 本研究調查問卷

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