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研究生:林文文
研究生(外文):Wen-wen Lin
論文名稱:事業部制組織部門劃分之研究-以台電組織結構變革為例
論文名稱(外文):The Study on Departmentalize of the Divisionalization for Taiwan Power Company
指導教授:林孟彥林孟彥引用關係
指導教授(外文):Tom M. Y. Lin
口試委員:林孟彥
口試委員(外文):Tom M. Y. Lin
口試日期:2014-05-19
學位類別:碩士
校院名稱:國立臺灣科技大學
系所名稱:企業管理系
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:2014
畢業學年度:102
語文別:中文
論文頁數:68
中文關鍵詞:組織結構事業部制部門劃分
外文關鍵詞:organizational configurationdivisionalizationthe departmentalize
相關次數:
  • 被引用被引用:5
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  • 下載下載:150
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事業部是一種依「政策集權化與管理分權化」的原理所建構的一種組織型態,一方面將企業的利潤責任予以分權化,使各事業部具有獨自的產品與市場,令其自主管理各該分部的經營活動,一方面需將其經營成效對最高管理當局負責;根據各事業部的經營損益情形,接受考評。每個事業部都有自主性的功能別結構,力求經營自主、自負盈虧。
學者對於事業部組織結構之部門劃分方式,主要還是著重在依地域別、產品別和客戶別,以及鮮少的程序別進行事業部劃分作業,當然,組織結構的調整仍必須追隨策略及環境。個案研究公司─台電公司,值此推行事業部組織變革之際,該如何由科層體制之組織,進行部門劃分,轉型為事業部制組織之組織結構,是研究者主要欲探討的,本研究發現。
一、台電以事業部組織型態運作,引進競爭觀念,較能逐步落實公司願景,成為具有卓越聲望之世界級電力事業集團。
二、台電公司事業部制部門劃分,係採產業鏈「產品流程」結合「營運流程」雙維,輔以現行組織架構之系統別,以建立事業部制組織結構。
三、台電公司推行組織結構變革為事業部,成功與否要因包括,對員工及工會的溝通,主管機關之法規鬆綁,以及事業部與總管理處間,還有各事業部間之權責釐清。
The divisional structure is a type of organizational configuration based on “centralization of policy and decentralization of management”. The divisions can control their operations and responsible for their profits with respectable products and markets. Besides, they are still answerable to a central authority that provides the overall strategy for the organization.
The departmentalization of divisional structure, usually organized by geography, product, customer and rarely by process, is premised on the change of strategies and environments. Taiwan Power Company is the main case to study that how it transforms from the bureaucracy to the divisional structure.
The research findings are as followed:
1. Taiwan Power Company, operating with the type of the divisional structure, can fulfill its vision with competitive concepts.
2. The departmentalization of Taiwan Power Company is based on the dimensions of product process and operation process plus the existing system design.
3. Whether the transformation of the organization configuration of Taiwan Power Company can be successful or not depends on communication with the employees and Taiwan Power Labor Union, streamline and relax of rules and regulations, clarification of the authorities and responsibilities among the divisions and the headquarter.
目錄I
圖目錄III
表目錄IV
中文摘要V
ABSTRACTVI
誌謝VII
第一章 緒論1
第一節 研究背景及動機1
第二節 研究目的3
第三節 研究內容與流程3
第二章 文獻回顧5
第一節 組織結構相關理論5
第二節 事業部制組織8
第三節 組織部門劃分10
第四節 結論12
第三章 研究方法13
第一節 質性研究13
第二節 研究設計13
第三節 訪談設計16
第四節 信度與效度18
第四章 個案研究公司—台電20
第一節 經營管理哲學21
第二節 產業環境26
第三節 組織架構現況分析34
第五章 研究資料分析42
第一節 環境42
第二節 策略43
第三節 組織結構45
第四節 變革47
第六章 結論與建議51
第一節 研究結論51
第二節 管理意涵52
第三節 研究貢獻53
第四節 研究限制55
第五節 未來研究建議56
參考文獻57
中文部分57
英文部分58
中文部分
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英文部分
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