臺灣博碩士論文加值系統

論文提要內容：

我國四十餘年來經濟之發展，產學結構由初期勞力密集，逐漸調整為技術密集及資本密集；在產官學研各界的共同努力之下，台灣已累積了經濟實力，創造台灣經濟奇蹟舉世聞名。而今邁入21世紀，台灣之產業環境日漸不利於企業之生存與發展，卻仍可看見，有些企業堅守台灣昂首闊步挺向未來！而有些企業卻轉行跨國投資！又有多少企業落入時代的鴻溝失去蹤影。
因此，似乎有著比外在環境更為重要之因素，影響著企業的決策，在企業競爭力及企業組織，人才結構和競爭方式，將面臨重大的變革，那便是競爭優勢的來源---發展組織效能。
一般組織診斷較偏向組織架構診斷 (Beer,1980)，然而影響組織架構的因素包括環境、策略等，而組織架構又影響組織運作，進而影響組織控制與組織績效，也就是說環境、策略、架構、運作、控制與績效具有某種程度的相關性及因果關係。因此，本研究探討組織問題，我們必須從廣義的觀點，一併探討組織之環境、策略、架構、運作、控制與績效，如此方能掌握問題全貌，進而找出有效的對策。
本研究即根據上述之觀念架構，在組織架構及組織運作方面做較深入的研究，至於組織環境、策略、控制與績效方面僅做重點式探討，為求理論之應用，本研究的另一主題為根據上述之觀念架構、配合組織相關理論及個人二十餘年之實務經驗，實際應用於企業組織診斷，並選定F科技公司為診斷的對象。

　　由文獻研討可知，了解組織結構行為管理，將有助於組織能力之創造發展，因此著手深入研究組織機能結構，進行組織診斷與分析；並以對台灣經濟有貢獻之高科技電子製造業---F科技公司做為研究對象，經實證研究結果顯示：
1. 公司生命週期，處於青春期企業”未竟事功的創業家”主要面臨授權、領導風格，及目標轉換問題，而導致內部的衝突越來越多。
2. 公司溝通機制在組織溝通中有正式和非正式，而領導人總經理的管理方式，偏向於組織扁平化，默許越級報告之存在。
3. 管理部方面，面臨一些難題，在建立起制度時，導致有很多制度有名文規章，但並未落實，以致無法有效扭轉部門與員工之間的配合意願不高。
4. 組織結構，可以看出未來的遠見及雛形，但目前的現狀並不吻合，不能適應環境劇烈的變動。
5. 內部的溝通功能，其機制過於依賴會議，與外地分公司的接觸，僅依賴電話與傳真，以及越級報告的隱憂和申訴管道的不足。
6. 總經理隨著組織成長發生自主危機及任務結構化提高，影響組織績效。

總之，F科技公司若能針對本研究所提出的問題與建議，而確實改善，則F科技公司將是在高科技產業領域中的領導者，永續成長經營。
　　本研究根據相關文獻及實務經驗，發展出較實際執行步驟及可行方案，並找出施力點，來進行診斷分析研究，這些步驟分別是：組織目的、組織結構、關係、獎酬、有用的機制、正式與非正式系統、領導、整體的診斷。
本研究論文認為應以解決這些問題為出發點，透過整體組織結構的變更，使組織功能得以充分發揮。至於有關未來組織診斷之研究或實際進行診斷，建議採取較廣義的組織診斷模式，設計診斷表時，應一併將環境、策略、架構、運作、控制與績效等構面列入診表中。
而且，組織之診斷需考慮共同性及差異性問題，差異性部份應針對不同的行業設計行業別的診斷表，如此將能建立更完整的診斷架構，進而提升診斷的效果。

Abstract
During the past forty years of economic development in Taiwan, the industrial structure evolved from labor intensive to technology and capital intensive. Because of the cooperative effort from every spectrum of the society, Taiwan has created an economic miracle that is known to the world. However, as we step into the 21st century, the environment of Taiwanese industries gradually becomes unfriendly to the survival and growth of local corporations. Under such a harsh condition, some companies still believe in Taiwan; some decide to invest overseas in more profitable industries, while the rest disappears as time goes by.

There is a more important factor to influence corporations’ strategy making than mere external environmental factors. Corporations’ competitive abilities, organization structure, the deployment of human resources, and strategies will face a significant revolution, which is the source of competitive advantage—developing organizational efficiency.

Many organizational diagnoses tend to focus on structure (Beer, 1980). However, factors that affect the organization structure, including environment and strategies, also have influence on organization operations as well as organization control and efficiency. In other words, environment, strategies, structure, and operations have certain degrees of correlation. The thesis is to study organizational problems from aspects of environment, strategies, structure, and operations. From studying in a broader perspective, we will understand the underlying problem and find a solution for it.

More specifically, the thesis is to study more on the correlation of organization structure and operations, and touch on environment, strategies, control and efficiency. For practicality, this thesis also incorporates a high-tech company named “F” in diagnosis, which outline is based on theories from above accompanying with related organizational theories and my working experience in the industry.

From the discussion above, we can conclude that understanding the management of organization structure will enhance the overall ability of the organization. To further analyze and evaluate the ”F” high-tech company using organizational diagnoses, there are several conclusions.
1. Problems facing by entrepreneurs of the growth stage are delegation, leadership and objective adjustment, which cause internal conflicts.
2. There are formal and informal communication channels. However, the manager of F high-tech company prefers flat organization, which unofficially permits employees to report directly to unauthorized supervisors.
3. Due to the inability to implement the organizational regulations, departments and employees are unwilling to cooperate.
4. An organization structure can reflect a company’s future performance. The current structure of F high-tech company can’t adjust to the rapidly changing environment.
5. Internal communication is mostly done through meetings. The communication with subsidiaries only relies on telephone and fax. There are also problems of reporting directly to unauthorized supervisors and insufficient evaluation feedback.
6. The manager has leadership problems as well as problems of management inflexibility, which affect organization efficiency.

In conclusion, if F high-tech company could improve problems suggested above, it might become the leader in the technology industry and continue to grow.

The essay is based on relevant theories and self practical experiences to develop a more executable method and to sort out key points to be diagnosed. The method is as following: objectives, structure, relationship between departments, performance evaluation, efficient and relevant regulations, formal and informal reporting system, leadership and overall evaluation.

The purpose of the essay is to solve these problems through the adjustment of organization structure, which leads to the enhancement of the organizational efficiency. For the studying or evaluation of future organizational diagnosis, I suggest one should include factors including environment, strategies, structure, operations, control and efficiency into diagnosis.
Therefore, to diagnose an organization one should consider the similarity and differentiation. For differentiation, one should construct different evaluation forms tailored to specific characteristics of each industry to build a more complete evaluation process.

【 目 錄 】
第壹章 緒論
第一節 研究動機………………………………………………………1
第二節 研究目的………………………………………………………2
第三節 研究限制………………………………………………………3
　 　第四節　研究步驟………………………………………………………4
　　 第五節　論文結構………………………………………………………6

第貳章 文獻探討與研究方法
第一節 六個箱子模型…………………………………………………8
第二節 組織診斷二十個步驟………………………………………..10
第三節 組織及領導理論………………………………………..……22
第四節 研究進行方式…………………………………………..……30

第參章 個案F科技公司簡介
第一節 公司概況……………………………………………………..32
第二節 營運概況………………………………………….………….35
　 　第三節 產業概況. ………………………………………….………...39
　 　第四節 市場及產銷概況……………………………………………..46
第五節 市場競爭與行銷策略………………………………………..51

第肆章 研究過程與研究發現
第一節 問卷設計……………………………………………………..53
第二節 問卷回收分析結果…………………………………………..59
　　 第三節 問卷結果討論………………………………………………..63
　　 第四節 問卷研究結果發現…………………………………………..66

第伍章 診斷之分析與建議之政策
第一節 公司方面……………………………………………………..67
第二節 管理部方面…………………………………………………..85

第陸章 結論與後續研究之建議…………………………………………...97

參考文獻………………………………………….……………………….103

【 圖目錄 】
圖1-1：研究架構步驟……………………………………………………..5
圖2-1：六個箱子模型……………………………………………………..9
圖2-2：功能式組織……………………………………………………….13
圖2-3：產品式組織……………………………………………………….14
圖2-4：矩陣式組織……………………………………………………….15
圖2-5：企業生命週期…………………………………………………….22
圖2-6：組織成長五階段………………………………………………….25
圖2-7：情境模式 ……………………………………………………….28
圖3-1：個案F科技公司組織結構圖…………………………………….34
圖3-2：各項產品成長比例………………………………………………..48
圖3-3：生產流程…………………………………………………………..49
圖5-1：動搖對公司的信心………………………………………………..89
圖5-2：增加現有員工的負擔……………………………………………..89
圖6-1：短、中、長期努力方向的架構…………………………………..97
【 表目錄 】
表1-1：行動研究步驟………………………………………………………….4
表2-1：Maslow理論和Herzberg研究兩者之間的關係…………………….17
表3-1：從業員工人數及學歷年資……………………………………………35　　　
表3-2：銷售量值………………………………………………………………37
表3-3：銷售百分比……………………………………………………………37
表3-4：外銷產品銷售地區……………………………………………………46
表3-5：生產量值………………………………………………………………50
表4-1：問卷與個案公司目標相關的問題……………………………………53
表4-2：問卷與個案公司組織結構相關的問題………………………………55
表4-3：問卷與個案公司部門關係相關的問題………………………………56
表4-4：問卷與個案公司獎酬相關的問題……………………………………57
表4-5：問卷與個案公司機制相關的問題……………………………………58
表4-6：問卷結果目標之分析結果……………………………………………60
表4-7：問卷結果組織結構之分析結果………………………………………60
表4-8：問卷結果部門關係之分析結果………………………………………61
表4-9：問卷結果獎酬問題之分析結果………………………………………61
表4-10：問卷結果機制之分析結果….…………….…………………………62
表4-11：目標之結果討論……..…………………….…………………………63
表4-12：組織結構之結果討論..…………………….…………………………64
表4-13：部門關係之結果討論..…………………….…………………………64
表4-14：獎酬問題之結果討論…..………………….…………………………65
表4-15：機制之結果討論…..……………………….…………………………65
表5-1：青春期企業的正常現象與不正常現象…….…………………………71

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