臺灣博碩士論文加值系統

傳統的品質管理注重製程的管制與改善。當成熟的產業或是老化的企業組織面對日益快速變化的市場競爭，除了注重產品品質與使客戶滿意的服務品質之外，必須營造出具有新生命與新契機的品質管理概念，並引導企業將以品質為核心的經營管理模式，轉變為以組織學習為核心的經營管理模式。將組織學習的概念推廣至企業所有的經營階層與事務流程，有效的發展核心競爭優勢，透過內部員工持續學習與發展創新的能力，快速地因應經營環境的變化。
本研究採用行動研究法，參與台灣菸酒公司品質管理變革專案的決策執行過程。在實務上，我們參與整個行動研究過程，持續的反思原先認為把品質管制項目與品質稽核做好就可以改善品質的論點，卻發現個案公司的品質問題在於內部人員的心態，並且應用修正後的理論觀點，讓後續的管理行動，持續地自我學習與調適。另一方面，在發展學習性組織的過程中，藉由參與品質管理變革活動與組織成員持續互動，透過深度的訪談品質管理變革主導者及參與品質管理變革活動的組織成員，發覺組織中存在行動慣性的陷阱，成員舊有的心智模式會妨礙學習。我們採用了軟性的包容機制與硬性的控制機制交互應用來消除組織慣性陷阱，創造出互動學習的環境以共享彼此的認知、心智與行為模式，進而引發內部成員自發性的學習與部門內部自發性的創新行為，影響部門內外部的品質效能提升。

The traditional quality management focuses on the process control and improvement. When the developed industries or the aged business organizations face the fast change of the market competition day by day, they just pay attention to the product quality and service quality that satisfy customers. But besides that, the manager should build up the new life and the concept of the new turning-point control, and guide the enterprise to transform the quality into the organization learning as the core management model. Managers popularize the concept of organization learning to executive and business flow in the enterprise, and effectively develop the advantages of the competition. Through the staff’s continuous learning and their ability to innovate, the industries can deal with the change of the environment.
This thesis applied the Action Research method to participate in a quality improving and related decision-making process in Taiwan Tobacco and Liquor Company. In practice, we were involved in the entire research process, and continue to reflect the concept that completing the quality control and the quality investigation may improve the quality. Next, we found out this company’s problem in quality lies mainly in the personnel's point of view. Therefore, we applied the revised theory to inspire the stuff to learn continually and to adapt to the environment. On the other hand, in the development of the organization, we interacted with the managers and the staff participated in this project, and understood their problems by the In-depth Interview. We then discovered the organization had the inertia trap. The original mental pattern of the members hindered their learning. We used both the toleration mechanism and control mechanism to decrease or remove the organization inertia trap. These two different methods helped to create the interactive learning environment where the staff could share the cognition, and the mental and behavior pattern with one another, and also to motivate them to learn and innovate spontaneously.

中文摘要 i
英文摘要 ii
誌謝 iii
目錄 iv
表目錄 vi
圖目錄 vii
第一章 緒論 1
1.1 研究背景與動機 1
1.2 研究目的 2
1.3 研究流程 2
第二章 文獻探討 4
2.1 組織學習相關文獻探討 4
2.1.1 組織學習的定義 4
2.1.2 組織學習與學習型組織 6
2.1.3 組織學習的層次 8
2.1.4 組織學習的程序與模式 12
2.2行動慣性理論 18
2.2.1 沿用過去的成功模式，陷入行動慣性 19
2.2.2 常見的行動慣性陷阱 20
2.3 心智模式 22
2.3.1 心智模式的定義 22
2.3.2 心智模式的特性 22
2.4 總結 24
第三章 研究方法 25
3.1 行動研究法 25
3.1.1 行動研究的意義 26
3.1.2 行動研究的特徵 27
3.1.3 行動研究的歷程 28
3.2 選定行動研究法的原因 32
3.2.1 行動研究法適用情況 32
3.2.2 本研究適用行動研究之原因 33
3.3研究資料蒐集與分析 34
3.4 研究限制 36
第四章 研究結果與反思 37
4.1 個案公司介紹 37
4.2行動研究的歷程 37
4.2.1 第一階段行動研究螺旋 38
4.2.2第一階段的反思 40
4.2.3第二階段行動研究螺旋 41
4.2.4第二階段的反思 45
4.3 行動研究的概念化 46
4.3.1 第一階段的學習過程 46
4.3.2處理機制 50
4.3.3 第二階段的學習過程 56
4.4 創新行為 60
4.5 研究發現 62
第五章 結論與建議 65
5.1 研究結論 65
5.2 後續研究建議 66
參考文獻 68

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