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研究生:葉素櫻
研究生(外文):Su-Ying Yeh
論文名稱:領導風格與團隊合作對變革過程關係之探討-以某電腦公司為例
論文名稱(外文):A Study on the Relation between Leadership, Group Collaboration and Corporate Reengineering-A Case Study on a Computer Company
指導教授:蔡義清蔡義清引用關係盧俊成盧俊成引用關係
指導教授(外文):Yi-Ching TsaiJuin-Cherng Lu
學位類別:碩士
校院名稱:銘傳大學
系所名稱:管理研究所碩士在職專班
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:2008
畢業學年度:96
語文別:中文
論文頁數:85
中文關鍵詞:組織變革團隊合作團隊共識領導風格
外文關鍵詞:corporate reengineeringgroup collaborationgroup consensusLeadership style
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領導風格與團隊合作對變革過程關係之探討

-以某電腦公司為例
研究生:葉素櫻 指導教授:盧俊成博士 蔡義清博士
銘傳大學管理研究所

摘 要

全球化的浪潮衝擊下,新科技的應用在商業活動上,以及新型態的消費與商業模式(business model)不斷的出現,導致企業的競爭態勢產生重大轉變,這樣的轉變考驗著企業經營者的經營智慧與權變能力。因應環境的變動,變革是企業生存的必要條件,為保有靈活性以建構組織能力、提升競爭力與實現永續經營目標,無時不在尋求適當的變革之道。然而變革的推動需要全員的參與;由組織領導者引領,從核心團隊開始,逐步擴大到整體團隊與基層員工的參與。讓員工了解組織整體營運狀況與事情處理的過程,可以安定人心,提升士氣,有利團隊共識的凝聚。

本研究藉由分析個案公司在各個不同時期領導者的領導風格,探討組織變革進行中,領導風格、團隊共識與團隊合作對變革過程相互之影響關係。研究發現,在不同的時期,領導者因應組織情境展現出不同的領導風格,在團隊共識與團隊合作的型態方面,則受到領導者不同領導風格的影響而顯現出不同的型態。

在組織開創期與發展期,當領導者能交互運用各種不同領導風格時,有利組織團隊共識的凝聚,上下溝通容易,展現出團隊合作的效益,促進了組織的成長。但當偏向於少數或單一領導風格時,因為輕忽了成員支持的重要性,而忽略了與各階層主管及廣大組織成員作溝通。成員因不了解在變革什麼,遂對變革產生了根本的抗拒,導致組織內部的角力。各團隊只關心個別的績效,對組織目標並無共識,跨部門的團隊合作難於實現。不適宜的變革管理造成組織基石的內耗,組織總體競爭力不升反降,組織的永續經營面臨挑戰。

本研究只選取單一個案,個案的代表性與周延性不可避免會影響研究的推論在一般性情境的適切性。建議未來的研究者進行多重個案研究或跨產業個案之比較分析,擴大研究範圍及對象以增加研究的廣度和可信度,則能有更顯著的貢獻。


關鍵詞:領導風格、團隊共識、團隊合作、組織變革
A Study on the Relation between Leadership, Group
Collaboration and Corporate Reengineering- A Case Study
on a Computer Company

Student: Su-YingYeh Advisors: Dr. Chun-Cheng Lu
Dr. Yi-Ching Tsai

Graduate School of Management
Ming Chuan University

ABSTRACT

In the wake of globalization, new technologies are applied to business activities and new modes of consumption and business models come onto the scene without a pause. As such, competition among enterprises also undergoes significant change. Such change challenges the wisdom and ability of the business owners to change. Reengineering is a necessary condition for adapting to changes of the business environment. For maintaining flexibility in organization, upgrading competitiveness and materializing sustained development in operation, enterprises never cease to seek appropriate means of reengineering. Yet, reengineering dictates for the participation of all in the enterprise. Guided by the leader of the organization and initiated from the core team of the group, reengineering reverberates through to the entire organization and requires the participation of employees at the basic level. This is the way that all employees may understand the operating status of the organization and the process of handling things. This way of launching corporate reengineering may help to stabilize the sentiment of people, boost morale and coalesce group consensus.

This study is an attempt to explore how leadership style, group consensus, and team collaboration affect corporate reengineering based on the case study of a company under different leadership in different periods of time. The findings of this study indicated that the leader exhibited different patterns of leadership styles at different stages as responses to organizational situation. Group consensus and group collaboration varied with different leadership styles.

At the initial stage and development stage of the organization, the leader adopted different leadership styles interchangeably, which was favorable for reaching team consensus and top-down communication and demonstrated resulting group collaboration benefit. This prompted the growth of the organization. If, however, the leader inclined towards a minority of individuals or a unique leadership style, it neglected the importance of the support of the members and hence impeded the communication among managers at different levels and the members of the whole organization. The members of the organization did not know what the purpose of reengineering is and tended to resist, which resulted in contention in the organization. Each of the teams were only concerned about their own performance and lacked a consensus on organizational goal, which made inter-department cooperation impossible. Inappropriate reengineering caused internal consumption of the organization, and in turn affected competitive power rather than enhancing it. As such, sustained development of the organization was challenged.

This study is based on one case whose representation and scope will inevitably affect the inference of this study on general situations. Researchers are recommended to cover more cases in subsequent studies or involve different industries for comparative analysis so that the scope of research and the subject matters may be enhanced and the results more reliable. The contribution will then be more significant.

Keywords: Leadership style, group consensus, group collaboration,corporate reengineering.
目 錄
頁次
目錄..........................................................................I
圖目錄...................................................................... IV
表目錄........................................................................V
第一章 緒論................................................................. 1
1.1 研究背景............................................................ ....1
1.2 研究動機................................................................. 2
1.3 研究問題................................................................. 3
1.4 研究目的................................................................. 4
1.5 研究流程..................................................................4
第二章 文獻探討..............................................................6
2.1 組織變革..................................................................6
2.1.1組織變革意涵與變革原因.................................................6
2.1.2組織變革的類型.........................................................9
2.1.3組織變革理論..........................................................10
2.2 領導型態與風格...........................................................12
2.2.1 領導的定義...........................................................12
2.2.2領導型態與演進........................................................15
2.2.3領導風格理論..........................................................17
2.2.4情緒智力理論的六種領導風格..............................................18
2.2.5領導者在團隊中的角色定位........ ....................................21
2.3團隊合作..................................................................22
2.3.1團隊的定義..................... ......................................22
2.3.2團隊合作的型態及效能..................................................24
2.4小結......................................................................26
第三章 研究架構與方法.......................................................27
3.1 研究架構 ................................................................27
3.2 研究變數.................................................................29
3.3 研究方法與設計...........................................................30
3.3.1個案研究法............................................................30
3.3.2研究設計..............................................................31
第四章 個案分析與討論.......................................................35
4.1 產業分析.................................................................35
4.1.1台灣筆記型電腦產業趨勢及全球市場規模....................................35
4.1.2台灣筆記型電腦產值與市佔率..............................................36
4.1.3台灣筆記型電腦產業結構..................................................37
4.2個案公司背景說明..........................................................38
4.2.1公司沿革................................................................38
4.2.2 願景與使命.............................................................39
4.2.3 業務內容與主要產品.....................................................40
4.2.4 營收與成長分析.........................................................44
4.3個案公司之領導風格........................................................44
4.3.1 組織成員對變革活動的認知和行為型態.....................................44
4.3.2 領導者的領導風格及對團隊共識與團隊合作的影響...........................46
4.3.3 領導風格與團隊共識及團隊合作型態比較...................................49
4.3.4 組織經營領導者扮演的角色...............................................51
4.4團隊共識與團隊合作的績效..................................................52
4.4.1 組織團隊成員與促進團隊合作的策略.......................................53
4.4.2 團隊訓練策略...........................................................54
4.4.3 形成團隊合作的互動方式.................................................56
4.4.4 建立核心團隊領導能力...................................................56
4.5 研究命題 ................................................................56
第五章 結論與建議...........................................................62
5.1 研究結論 ................................................................62
5.2 研究限制 ................................................................64
5.3 管理意涵.................................................................64
5.4 研究建議 ................................................................65
參考文獻.....................................................................67
英文部分.....................................................................67
中文部分.....................................................................70
附錄 訪談題目................................................................72
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