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研究生:蘇立瑩
論文名稱:草創公司團隊建立與組織績效之相關度之研究---以高科技業為例
指導教授:賀力行賀力行引用關係
學位類別:碩士
校院名稱:中華大學
系所名稱:工業工程與管理研究所
學門:工程學門
學類:工業工程學類
論文種類:學術論文
論文出版年:2000
畢業學年度:88
語文別:中文
論文頁數:98
中文關鍵詞:草創高科技團隊團隊建立組織績效
外文關鍵詞:Newly start-upHi-techTeamTeam buildingOrganization Effectiveness
相關次數:
  • 被引用被引用:2
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本研究旨在研究草創高科技公司團隊建立與組織績效之相關度,台灣高科技產業之發展迄今不過二十餘年,但技術日新月異,產業變動快速,造就知識經濟時代之來臨。而「團隊」是現今企業成功的基礎,各高科技公司團隊建立實施狀況如何?且與組織的財務績效及人力資源指標間存在以下相關度:
一、在組織活動方面,組織績效優異之公司,公司明訂有分紅配股制度、薪資福利制度具競爭力、權責劃分明確、可感受組織內希冀改善的結構性意圖、成員能確實遵循團隊作業程序、充份運用會議溝通等。但對教育訓練之未加重視、未定期召集溝通會議,以及諸多管理決策未讓同仁參與仍為同仁所不滿。
二、在個人活動方面,組織績效優異之公司,可以感受同仁對環境與工作夥伴感到安全與滿足,彼此能分享資源、符合工作要求、建立信任、尊重,及勇於嚐試新做法。
三、在團隊動力衡量指標與個人屬性之交叉分析方面,依工作性質屬性區分,企劃人員對企業活動實施評比最高,財會人員則對個人行為實施認為最為適當;依部門人數來看,部門人數多者對企業活動的實施認同較高;就所在職位而言,幕僚人員不論對以企業活動或個人行為來建立團隊,都仍嫌不足;性別區分上,男性的認同度明顯高於女性;年齡層40歲以上者對企業活動及個人活動均表認同,惟研究所以上學歷之高科技人才,對建立團隊的要求越高;專業年資深者對企業活動要求期許甚深,但卻對個人活動的實施深表認同。
四、在團隊建立與組織績效之相關程度分析方面,本研究將組織績效衡量指標概分為財務績效及人力資源績效。其中財務績效指標包含營業收入、EPS、盈餘分配、顧客家數四項,另為避免廠商規模影響營業收入大小,加列每員工營收作為財務績效指標。人力資源指標則又細分為員工人數、員工流動率、員工持股比率、產品專利提出件數及產品專利獲准件數五項。由相關係數觀察,其中顧客家數、員工持股比率與團隊建立指標有較明顯正向關係,營業收入、產品專利提出件數則隱約呈正相關,員工人數、每員工營業收入則與團隊建立呈負向關係,其餘EPS、盈餘分配、員工流動率、產品專利獲准件數等四項指標則無法由散布圖看出與團隊建立有直線相關或其他函數關係。
This research aims at finding the correlation between the teamwork during Hi-tech companies at newly start-up period and its organization effectiveness。Taiwan Hi-tech industry development history just reached 2 decades. When technology is renewing rapidly day by day, so is the industry’s changing speed. What would be the Hi-tech companies team building status? And the correlation with financial performance and Human Resource performance index:
1. A company with excellent performance in organization activities:a written guideline regarding bonus incentive/shares program, competitive compensation and benefits, well defined job description, seeking for improvements within the organization, team players fully comply to the “SOP”, effective meeting management and communication will be in place. However, not focus on education and training、no periodical communication meeting、and lack of employees’ involvement in policy set up disappointed employees’ satisfaction.
2. An organization with excellent performance in personal activities: the perception of security and satisfaction from the working environment and team players, information sharing, comply to job requirements, trust building, respect, and risk taking for new ideas should be in place.
3. The index of team motivation and personal attribution cross analysis: Planning people has ranked the 1st in the business activities by job function. Finance people felt satisfied towards personal activities implementation. By department headcount number: the department with large number of employees recognizes business activities implementation;By position, staffs felt shortage in either business or personal activities to build up the team. By sex, male people has higher recognition then female people. By age, people with age over 40 appreciate business & personal activities. By education background, high talents above graduates request more in team building activities. Professional senior people have a high expectation in business activities, but show appreciation in personal activities.
4. The correlation level analysis between team building and organization effectiveness: The study categorizes organization effectiveness into finance performance and human resource performance. The finance performance includes sales revenue, EPS, profit sharing, number of customers. To avoid the organization scale impacting the sales revenue, we add “sales per employee” as one of finance performance index. Human Resource index includes number of employee, turnover rate, stock % from employee, number of product patent submission & number of product patent approval. From the observation of each correlation, we found number of customer, stock % from employee, with team building showing a positive relation, while sales revenue, number of product patent submission and sales per employee presenting a negative trend. Other likes EPS, profit sharing, turnover rate, number of product patent approval show in scatter chart, which cannot read the correlation with team building.
書名 i
授權書 ii
指導教授推薦書 iii
口試委員審定書 iv
中文摘要 v
英文摘要 vi
謝誌 vii
目錄 viii
表目錄 x
圖目錄 xi
第一章 緒論 1
1-1 研究動機與緣起 1
1-2 研究目的 3
1-3 研究流程 4
第二章 文獻回顧 5
2-1 文獻探討 5
2-2 高科技產業巡禮 21
第三章 研究方法與研究限制 41
3-1 研究方法與步驟 41
3-2 研究範圍與限制 44
第四章 問卷結果與分析 46
4-1 問卷設計 46
4-2 問卷發放與回收 52
4-3 問卷結果與分析 53
第五章 結論與建議 88
參考文獻 91
附錄:本研究調查問卷
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1. 28. 鄭瓊芳,非營利組織的創建─領導團隊建立的觀點,人力發展月刊,第六十二期,民88.03
2. 25. 劉德玲,韓愈的人性論─從﹝原性﹞一文探討其草創時期的人性論,哲學與文化,第二十七卷第二期,2000.02
3. 23. 蔡宏明,我國高科技產業發展面對的挑戰與因應對策,經濟情勢暨評論,第五卷第一期,民國88.06,pp88-110
4. 22. 楊俊雄,組織變革策略─團隊建立技術之研究(續),人事管理,民83.01,pp13-17
5. 20. 廖洲棚、詹中原,團隊型組織之溝通訊息傳遞(上)─符號與資訊科技互動,人力發展月刊,第六十期,民國88.01
6. 18. 黃同圳,人力資源管理策略化程度與組織績效關係探討,輔仁管理評論,第五卷第一期,pp.1-18,民87.03
7. 13. 陳世哲、許淑君,競爭策略、人力資源管理系統與組織績效之研究,亞太管理評論,第四卷第四期,民88,pp.413-429
8. 10. 李其芳、吳秉恩,企業倫理政策、倫理氣候與組織績效關係之研究,管理學報,第十六卷第二期,pp.201-230,民88.06
9. 8. 李弘暉,團隊原理,中國行政評論,第六卷第二期,民國86年3月,頁73-86
10. 9. 李弘暉,高績效團隊管理的理論基礎─團隊理論模型綜述,中國行政評論,第六卷第四期,pp.87-104,民86.09
11. 6. 李國鼎,發展高科技產業以強固台灣基地產業優勢自由中國之工業,民84.01,pp.1-4