臺灣博碩士論文加值系統

本研究主要針對部門主管在進行企業流程再造所使用的領導型態與對企業流程再造的成它]素進行探討，以質性研究對Ｇ公司不同部門的七個人進行深度訪談，訪談內容依部門別、企業流程再造的實施步驟與影響因素進行。結果顯示開發部、生產部與倉管課混合使用轉換型領導與交易型領導來增加執行的效果，生管課、品保部、採購課與射出部則使用轉換型領導；而部門主管在企業流程再造的步驟，工作內容是建立共識與設計規劃時，使用轉換型領導，工作內容如為執行面，則混合轉換型領導與交易型領導來增加執行的效果。在訪談資料分析結果方面也得到Ｇ公司在進行企業流程再造時，除了以往研究企業流程再造的關鍵成它]素外，尚有主管與部屬的互信度、主動服務與改善的精神影響企業流程再造。
歸納本研究結論，企業流程再造的步驟中如屬執行面與Ｇ公司的工作性質是執行的部門，將轉換型領導與交易型領導混合使用；其他步驟與部門則單獨使用轉換型領導。

The research was mainly to explore the relationship between the leadership styles adopted by the department head while doing business process reengineering and the success factors of business process reengineering; the qualitative research was adopted to aim at seven people of different department in G company to do the deep interview, and the interview content was done according to department, implementation step of business process reengineering, and influential factor. The results showed that the development department, production department, and warehouse management section mixed to use transformational leadership and transactional leadership to increase the implementation effect, and the production management section, quality assurance department, procurement section, and injection department used transformational leadership; when the department head was doing the steps of business process reengineering, and the work content was establishing a common consensus and design planning, he or she would use transformational leadership, but if the work content was of execution dimension, he or she would mix to use transformational leadership and transactional leadership to increase the implementation effect. At the part of interview data analysis results, it was known that in addition to researching the crucial success factors as in the past when G company was doing the business process reengineering, the degree of mutual trust between the chief and the subordinates, and the spirit of active service and improvement would also affect business process reengineering.
The research’s conclusion was that if the step of business process reengineering belonged to the execution dimension and G company’s nature of work belongs to the department of implementation, transformational leadership and transactional leadership were mixed to use; as for other steps and departments, transformational leadership was used solely.

誌謝辭 ------------------------------------------------ i
中文摘要 ---------------------------------------------- ii
英文摘要 ---------------------------------------------- iii
目錄 -------------------------------------------------- iv
第一章 緒論 ------------------------------------------- 1
第一節 研究背景 --------------------------------------- 1
第二節 研究動機 --------------------------------------- 2
第三節 研究目的 --------------------------------------- 4
第四節 研究流程與研究範圍 ----------------------------- 4
第二章 文獻探討 --------------------------------------- 6
第一節 企業流程再造 ----------------------------------- 6
第二節 高階主管的領導行為 ----------------------------- 10
第三章 研究方法 -------------------------------------- 15
第一節 研究方法 --------------------------------------- 15
第二節 研究對象 --------------------------------------- 16
第三節 研究設計 --------------------------------------- 18
第四節 研究流程 --------------------------------------- 20
第四章 資料分析與結果 --------------------------------- 21
第一節 訪談題目說明 ---------------------------------- 21
第二節 各部門的領導型態 ------------------------------ 23
第三節 各步驟的領導型態 ------------------------------ 36
第四節 影響企業流程再造的其他因素 -------------------- 46
第五章 結論與建議 ------------------------------------ 50
第一節 研究結論 -------------------------------------- 50
第二節 研究貢獻 -------------------------------------- 53
第三節 研究限制 -------------------------------------- 54
第四節 未來研究建議 ---------------------------------- 55
中文參考文獻 ------------------------------------------ 56
英文參考文獻 ------------------------------------------ 57
附錄一 訪談題目 --------------------------------------- 60
附錄二 訪談濃縮資料（部份） --------------------------- 61
圖目錄------------------------------------------------- v
圖3.2 Ｇ公司主要產品分類 -------------------------- 17
圖3.3 Ｇ公司組織圖 ------------------------------------ 19
圖3.4 研究流程圖 -------------------------------------- 20

表目錄 ------------------------------------------------ vi　
表2-1 企業流程再造之實施步驟 -------------------------- 8
表2-2 企業流程再造關鍵的成它]素 ---------------------- 10
表2-3 領導的定義 -------------------------------------- 11
表3-2 G公司產品別與競爭對手 -------------------------- 17
表3-3-1 訪談對象 -------------------------------------- 18
表4-2-1 領導型態的領導風格 ---------------------------- 23
表4-2-2 生管課訪談資料 -------------------------------- 24
表4-2-3 採講課訪談資料 -------------------------------- 26
表4-2-4 生產部訪談資料 -------------------------------- 28
表4-2-5 資材部倉管課訪談資料 -------------------------- 30
表4-2-6 開發部訪談資料 -------------------------------- 31
表4-2-7 射出部訪談資料 -------------------------------- 32
表4-2-8 品保部訪談資料 -------------------------------- 34
表4-3-1：建立共識步驟的訪談資料 ----------------------- 36
表4-3-2 診斷流程步驟的訪談資料 ------------------------ 38
表4-3-3 重新設計步驟的訪談資料 ------------------------ 40
表4-3-4 程序實施步驟的訪談資料 ------------------------ 44
表4-4-1 影響企業流程再造的訪談資料 -------------------- 46

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