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研究生:張愛明
研究生(外文):Ay-ming Chang
論文名稱:跨國公司高階經理人領導風格之研究-以R牌台灣分公司為例
論文名稱(外文):The Leadership Style of Multinational Company Top Manager – A case study of RTD Center
指導教授:何豔宏何豔宏引用關係
學位類別:碩士
校院名稱:逢甲大學
系所名稱:經營管理碩士在職專班
學門:商業及管理學門
學類:企業管理學類
論文種類:學術論文
論文出版年:2007
畢業學年度:95
語文別:中文
論文頁數:104
中文關鍵詞:領導風格內部控制跨國公司高階經理人性格特質
外文關鍵詞:Cross-CultureMultinational CompanyInternal Control. Production-orientedTop ManagerPersonality TraitLeadership Style
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隨著國際化、全球化的發展,企業擴張迅速,公司也隨著大型化、集團化﹔高階領導工作的範圍不再是當地性,而可能是跨國性,跨地域性。 領導者所面臨思考與解決的問題也不只是朝正確方向航行、 目標的達成與員工激勵…等,跨文化管理是一項重要的挑戰。 R牌是販售運動鞋的美國上市公司,分公司觸角遍及全球,各分支機構負責人均由總公司派任,其領導風格對公司營運績效、品牌價值具一定的影響力,也有許多討論空間。 故本研究透過個案公司(RTD Center),探討跨國高階經理人生產導向的領導風格對內部管控(內部管理、內部控制) 的影響作為海外投資企業,尤其是台商推派適當駐外高階經理人的參酌。個案公司領導人雖無法複製全部的台灣管理經驗到中國大陸,但因兩岸同文同種,亦有參考價值。畢竟不同領導人會展現不相同的領導風格。
本研究經由訪談7位內部主要基層管理主管,結果發現高階主管注重成就的程度高於與全體員工的互動,其與研發單位互動較密切,與人資部門的互動不佳。本研究發出34份問卷,回收了26份,分析結果顯示,高階主管的跨國領導風格趨向生產導向。 由於高階主管與部份員工溝通不當,造成員工投遞黑函事件,如表 4-9 第05問項顯示的數據。 台灣與中國大陸的文化差異顯著,高階主管無法將台灣的領導經驗複製在對中國大陸的領導和管理上。
針對個案研究結果提出以下實務上的建議:
(1) 優秀的領導人才,千不得一,儘早建立人才資料庫,以備不時之需。
(2) 跨國公司領導人任期以5年為限,避免勢力擴張,也讓後起之秀有機會發揮。
(3) 優越的管理方法和制度可以提高子公司的存在的價值。
(4) 台商在中國大陸投資,雖同文同種,但大陸省份多,文化背景複雜,語言多少也有障礙,外派的高階經理人須適時調整其領導風格,減少衝突。
(5) 360° 審查回饋制度,除了由主管評鑑部屬的表現之外,部屬也可以對主管提出評鑑。
(6) 領導人以身做則,激勵員工忠誠度。
(7) 提供語言學習環境,對員工有正向鼓勵作用。
(8) 『員工授權』是成功領導的基本要素,太專注於追求成就,會破壞信任,打擊士氣。
With growth of internationalization & globalization enterprises are expanded rapidly, companies are toward large-scalization and grouplization as well. Top managers’ leading scope are no longer limited to local part﹔moreover, it relates to multi-nations or so called cross nations’ leadership and management. Problems thinking and solving what top managers face everyday are not only focused on how to achieve pre-setting goals、do the right thing or how to motivate employees…etc., Cross-Cultural leadership becomes an important challenge to contemporary top managers. R brand is a public listed company in NYSE for trading athletic shoes business as well as with branch offices spread worldwide. Country Manager (General Manger) for each branch office was designated and expatriated to host nation by head quarter of which leadership style will certainly impact company’s operating performance and brand equity, so it leaves room for further discussion. Thus, by way of case study to research the effects of internal management & internal control based off production-oriented leadership of RTD Center top manager, for the purpose of providing researching results and suggestions to enterprises for those who invested overseas particularly for Taiwan enterprises. Although RTD Center top manager was failed to advance Taiwan leading experience into China, based on same language and same race, it’s of some referential value since different leader develops different leadership styles.

This study has been through interviewed of 7 division managers, and distributed 34 copies of questionnaire to RTD Center, received 26 effective copies back. After studying and analysis, we found top manager’s leadership is toward the production-oriented. Due to improper communication with employee, one black mail was sent to A brand high ranking officer by laid off staff. Culture difference between Taiwan and China makes top manager unable to lead China staffs in same leadership style.


Following above researching results, suggestions are provided for reference:

(1) Outstanding leader is precious and rare, building Human Resource
Database is essential.

(2) To multinational companies’ leaders, his/her leading tenure may be limited to 5 years the most in order to avoid self power enlarged.

(3) Uplifting branch office value lies in excellent management system.

(4) Although same language and same race, multi-provinces, complicated culture background, language barrier…etc. Taiwan businessmen had better to communicate more with China staffs to reduce conflict.

(5) 360-degree feedback, allow subordinates to rate and survey leaders, because of culture issue, multinational company to use caution.
(6) To set a good example with leader’s conduct may encourage employees’ loyalty.
(7) Offering to staffs a language environment is one of reward methods.
(8) Authorization is the basic factor of a successful leadership, too concentrate on performance chasing makes trust be destroyed and morale be attacked.
中文摘要................................................................................. i
英文摘要................................................................................. iii
目 錄.................................................................................. v
圖目錄..................................................................................... vii
表目錄..................................................................................... viii
第一章 : 緒 論....................................................................... 1
1. 研究動機與背景............................................................. 1
2. 研究目的........................................................................ 3
3. 論文結構與研究架構...................................................... 5
4. 研究限制及後續研究方向............................................... 9
第二章 : 文 獻 探 討............................................................ 10
1. 有關高階管理者的相關文獻........................................... 10
2. 有關性格特質的相關文獻............................................... 11
3. 有關領導風格的相關文獻............................................... 17
第三章 : 研 究 設 計............................................................ 28
1. 研究對象與範圍.............................................................. 28
2. 研究方法......................................................................... 29
第四章 : 個案分析................................................................... 31
1. 運動鞋研發概說.............................................................. 31
2. 個案公司歷史背景及沿革............................................... 37
3. 個案公司撤資前各部門職能及內部管理概況.................. 46
4. 內部管理控制上的缺失所產生的風險............................. 58

5. A牌對台灣研發中心之評鑑............................................. 59
6. 剖析個案公司解散及清算過程........................................ 60
7. 三大品牌策略分析.......................................................... 63
8. 領導風格與跨國文化差異敘述性統計分析..................... 65
第 五 章 : 結論與建議........................................................... 68
1. 研究發現與討論.............................................................. 68
2. 實務性建議..................................................................... 72
附 錄 (一) 訪 談......................................................................... 81
附 錄 (二) 問 卷......................................................................... 85
參考文獻-.................................................................................... 89












圖 目 錄
頁次
圖1-1:論文結構圖................................................................... 07
圖1-2:研究架構圖................................................................... 08
圖2-1:領導能力五層級............................................................ 15
圖2-2:管理方格...................................................................... 20
圖2-3:Fiedler 的權變領導模式............................................... 21
圖2-4:領導者–成員交換理論................................................ 23
圖4-1:即為新型體開發流程圖................................................ 36
圖4-2:國際進入模式圖........................................................... 40
圖4-3:R牌集團組織併購前集團與台灣股份關係結構圖........ 41
圖4-4:2006年個案公司解散前之組織圖.............................. 46
圖4-5:整合4階段圖.............................................................. 47
圖4-6:付款程序圖................................................................... 54
圖4-7:領導風格直條圖.......................................................... 67
圖4-8:跨文化差異直條圖....................................................... 69
圖5-1 :企業創新趨勢圖............................................................... 79
圖5-2 :民眾對大企業信心趨勢圖.................................................. 80






表 目 錄
頁次
表2-1:MBTI 4種性格構面...................................................... 13
表2-2:替代與抵銷領導........................................................... 24
表4-1:R牌集團品牌歷史進化一覽表..................................... 38
表4-2:品牌產品在台灣的銷售公司......................................... 42
表4-3:品牌產品在台灣研發及製造公司.................................. 43
表 4-4:人事成本表..................................................................... 50
表4-5:R牌歷年度營所稅額.................................................... 53
表4-6:由鞋廠樣品室打樣交品牌商確認之優缺點.................. 57
表4-7:R牌分公司清算流程時間表......................................... 63
表4-8:三大品牌策略分析表.................................................... 65
表4-9:領導風格敘述統計分析................................................. 66
表4-10:跨國文化差異敍述統治分析....................................... 68
表5-1:個案公司內部管控討論表............................................. 70
表5-2:A 牌終結個案公司之動機............................................ 71
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