本論文主要在探討外商投資，特別是與國有企業合資，對國有企業經營機制轉換及其經營績效的改善有何影響。新制度經濟學者，Williamson(1991)認為，當制度環境變化時(這些環境的變化包括:產權、政治、法律、及不確定性等)，會降低組織結構的轉換成本，因而會改善企業經營機制。本論文把外商與國有企業的合資看成產權結構的變化也就是制度環境的變化，外商投資可以降低國有企業改造(建立公司治理結構或企業現代化)的成本，因而會導致國有企業經營機制的轉換。另外，國有企業和外商合資之後，會援用較先進之外商的管理方式來建立對其經營績效改善有益的企業治理結構。本文應用的就是組織再造理論來探討其問題。 雖然相關的研究發現，外商投資對國有企業的經營機制轉換有影響，但是用一些具體的理論來說明其內涵的研究並不多。因此，本研究想對此問題進一步利用計量方法，研究外商投資對國有企業經營機制的轉換有何影響，即外商與國有企業合資之後，國有企業產權的變化對其企業組織形式有何改變，探討中外合資企業中外資對其經營績效改善的影響程度。 從實證模型的迴歸分析結果發現，有外資投入的國有企業的經營績效比沒有外資投入的國有企業的經營績效高；國有企業與外商合資經營企業的經營績效比未利用外資的國有企業經營績效高，因此可推論合資企業的經營機制較佳。這表示，外商投資使國有經濟達到以產權明晰化為條件的資源最優配置，有助於解決國有企業綜合低效益問題。 本文研究得到的結論為外商投資對國有企業經營績效之改善有顯著的效果，究其原因主要有三，一是國有企業有龐大的社會負擔，二是國有企業冗員太多，人力資源運用效率較差，三是國有企業的經營機制不佳。外商投資帶給國有企業現代企業管理知識、技術，建立較佳的企業經營制度，因而合資企業經營績效較好。 關鍵字：中國大陸、國有企業、經營績效、外資投入、外商投資、新制度經濟學、交易成本、組織再造 / This study mainly discuss about foreign direct investment (FDI) in mainland China, especially the influence of the joint venture (JV) of FDI and state-owned enterprises (SOE) on the change of management mechanism and management performance of SOE. New Institutional Economist Williamson (1991) said, when the institutional environment (including property right, politics, laws and uncertainty) is changed, the transaction cost of organization will be reduced. In this study, consider JV of foreign enterprises and SOE as a change of the property right which is the change of institutional environment. FDI can reduce the cost of enterprises’ reform and it causes the change of management system of SOE. After SOE and foreign enterprise’s JV, Chinese company will adopt a relatively advanced foreign company’s organization structure to build its’ organization structure that is effective for the management performance. And Reengineering theory is used to explain their adjustment of organization structure. The result of regression analysis shows that the management performance of JV is much better than SOE without foreign investment. Therefore, we can infer the management system of JV is better than SOE’s management system. It shows that foreign investment can make property right of SOE more clearly and effective resource allocation which is helpful for resolving SOE’s low economic effectiveness. The conclusion of this study is that FDI is remarkably effective for the improvement of SOE’s management performance. There are three reasons to this: first, SOE has a great amount of social responsibility; second, SOE has too much labor, so it has low effectiveness of human resource management; third, SOE has a bad management system. FDI can bring modern knowledge of management, new technology, and can build an effective management system, therefore we can say the management performance of JV is relatively good. Key words: mainland China, state-owned enterprise (SOE), management performance, foreign direct investment (FDI), New Institutional Economics, transaction cost, Reengineering

長期以來，台灣營建產業處於低度發展劣勢，廠商規模、技術、管理能力嚴重落後於國際廠商，尤其自台灣加入世界貿易組織後，更面臨國內市場對外開放競爭的挑戰。本研究意在探討台灣營建產業領導廠商（個案公司）因應變局挑戰的策略思維，變革的內容、過程與績效。 個案公司面臨產業變局，於2000年由企業領導人發動企業文化重塑，標舉企業經營新價值，重行定位企業走向。經由策略再思維，採用選擇與集中策略，選定系統整合工程、一般建築市場、高科技廠房，為三大核心目標事業領域，並以系統整合、風險管理、fast-track為其未來發展之策略性能耐。 為達成經營變革策略目標，個案公司推動以績效管理模式為主軸之企業流程再造，涵蓋目標管理、組織重整、引進企業資源規劃（ERP）以利工程規劃管理、預算管制、重建人力資訊系統等。致力於管理控制面之營運效率改善。其變革管理作為，確實已取得近程財務績效優勢，領先業界。 個案研究之主要發現為：缺乏變革管理經驗的企業，初期嘗試推動組織變革，傾向於採用「基本策略」變革為主要取向；在習於服從權威的組織環境中，領導者的視野與意志貫徹，為企業進行組織變革的關鍵成功因素；成功的組織變革需要涵蓋全面，藉由系統化的策略思維，將各項變革作為加以互相連結；客觀、全面、正確而深入地檢視與診斷組織既有問題，是有效達成組織變革的必要手段；企業面對惡質化的市場競爭，需透過策略再思維重新定義經營領域，以提升經營效能；封閉產業廠商面臨產業環境國際化變局，需進行涵蓋較多層面的組織變革，以因應變局挑戰；對於採取「基本策略」變革而言，推動既深且廣、符合策略目標的企業流程再造，為達成變革目標的關鍵；明確、與變革策略相結合的績效管理，是推動「基本策略」變革的有效工具。 / For decades, the construction industry of Taiwan has undergone its underdevelopment, with its scale, technologies and managerial capabilities backward to the average of worldwide competitors. Such competition posture has turned severer as the local construction market opened to global competition since Taiwan entered WTO. This research studies the strategic thinking, contents, the process and performances of organizational changes initiated by a leading company (“The Company”) of Taiwan construction industry while facing the harsh impact on business environmental changes. Reacting to industrial changes, in year 2000, CEO of The Company initiated to re-mold its corporate culture, to advocate new corporate values and to re-define business approaches. To execute rethinking approach of change management, The Company adopted the strategy of “selection & focus” to target on system integration of infrastructures, buildings and hi-tech factories as core business, with strategic competences of SI, risk management and fast-track skills to be cultivated. To achieve strategic objectives, The Company facilitated business process reengineering, which centered on performance management mode and process reengineering, including management by objectives, organizational restructuring, adopting ERP for engineering planning & management, budget control and reestablishment of information system of human resource management, for the enhancing of operational efficiency. Such managerial effort has led The Company to financially outperform local competitors for the latest three years. What this research reveals can be an inspiration to business execution. The overall commitment of the corporate is essential to the success of an organizational change since the change requires the comprehensive coverage. The leader’s vision and perseverance are critical to the fulfillment of organizational changes. It is pivotal to facilitate such changes with systematic strategic thinking. The subjective, comprehensive, extensive and precise survey and diagnosis on the existing problems of an organization is necessary to effectively reach the objectives of organizational changes. To set out suitable competition strategies in accordance with environmental factors and organizational conditions is indispensable to enhance business effectiveness. The performance management which aligns with strategic objectives is the important means to execute the organizational change.

因應全球化時代國防安全的多元挑戰，國軍長期以來始終秉持憲法所賦予的使命，不斷精實壯大，期能確保國家利益與安全的終極目標。我國國防已逐步藉由「國防轉型」邁入現代化的新紀元，無論是國防理念、軍事戰略、建軍規劃與願景，都是以「預防戰爭」為依歸，以「有效嚇阻，防衛固守」為戰略構想。國防政策仍以確保國家利益與安全目標為最高準繩，透過施政方針，來達成「預防戰爭」、「國土防衛」、「反恐制變」的基本目標。 本研究目的在於探究恐怖主義相關定義與組織概況和發展趨勢，並檢視國際、區域反恐公約及法令制定與我國參與之情形，另藉由各國反恐軍事特種部隊現況，藉以提供我國修訂反恐專法之參考，補充我國反恐怖行動法第五條之內容。 本研究發現：由於各國政治立場不一，對於恐怖主義的定義亦不盡相同，導致國際恐怖組織發動攻擊之事件頻傳，而各國反恐行動亦以設置反恐特種部隊為主。當然，國際反恐公約之合作趨勢，反映出各國修訂反恐專法的必要性，以收國際反恐法與國內反恐法之成效，惟我國應儘速通過反恐專責法令，以符合法律保留與比例原則。 另方面，我國政府在反恐行動架構中面臨實務操作上之窘境，導致地方政府與中央機關在反恐成效上難保統一行事；而以國軍參與反恐之角色與定位來說：在國防政策基本目標下之國防組織再造，國軍反恐怖協調體系呈現出組織扁平化之架構，且各特勤隊需具備學習型組織之性質，突顯出我國軍事部隊終生教育之必要。 / As the challenges of national security are being more globalized, the Ministry of National Defense of ROC has achieved remarkable success in benefiting the nation and people based on the responsibility under the Constitution. All these improvements and changes carried out in the national defense system are to keep the nation away from war and guard the homeland safely. The main policy still upholds the safeguarding of national interests and security targets as the highest criterion in order to achieve the basic objectives of “war prevention”, “homeland defense”, and “counter-terrorism and contingency response” through policy implementation and directives. The main purpose of this research is to find out the definition and development of terrorism around the world, the international counter-terrorism cooperation, and the role of the R.O.C. in the international counter-terrorism system. Furthermore, this research also provides the patterns of the counter terrorist forces around the world that derives some useful adjustments for the ROC Anti-Terrorism Law. This research discovered that since the political standpoint and the definition of terrorism of each country are different, the special forces of each country are still the main counter-terrorism power. Of course, the international cooperation of anti-terrorism brought each nation to revise its anti-terrorism law. On the other hand, our government has been facing several challenges in bringing our anti-terrorism mechanism into practice. What should be improved now is to put our Anti-Terrorism Law into effect. In addition, as anti-terrorism is a very important issue around the world, further organizational transformation such as organization flattening and continuous education must be accomplished to improve the national defense system.

在財政適足的原則下，尋求公平與效率間的平衡點，一直是租稅制度所探討的重點，而針對租稅結構的討論更是焦點所在，可是對於稅務行政組織的檢討卻相對不受重視，惟一國租稅制度主要係由該國租稅結構與稅務行政組織所構成，所以不僅是租稅結構會影響國家整體資源的配置，稅務行政組織的調整亦是。觀察我國稅務機構之形成，諸多興革，每為遷就現實環境需要，暫行從權，欠缺具長期性、整體性與前瞻性之規劃，使得整個組織架構不甚協調。目前各級政府財政狀況日益惡化，行政效率亦履遭詬病，政府再造或是行政組織重整已成各界關注的焦點，因此本文先藉由相關文獻研究歸納採行稅務行政一元化或二元化之優缺點並與實務觀察作比較分析，再利用資料包絡分析法（DEA）從效率面著手，以臺北市稅務稽徵組織（臺北市國稅局與臺北市稅捐稽徵處）為樣本，除可瞭解稅務行政機關之效率表現外，亦可藉由實證數據佐證，重新評估現行稅務行政組織架構之妥適性。本文依據相關文獻研究及實證分析結果作以下結論：一、整體而言，臺北市稅捐稽徵處在總技術效率、純技術效率及規模效率的表現與穩定度，均不若臺北市國稅局，顯示無效率的原因除了資源運用的無效率外，未在最適規模下經營，亦是主要原因。二、就近十年來的變化觀察，2003年以後，臺北市稅捐稽徵處雖然在純技術效率表現上能與臺北市國稅局並駕其驅，但其規模效率之表現卻更形惡化，致總技術效率與臺北市國稅局相較仍有相當差距。三、推論原因，應為2003年後加值型與非加值型營業稅由國稅局收回自徵，地方稅捐稽徵單位雖然在資源使用上已作調適，但為達便民之效，仍維持原先各稽徵所的設置，造成規模不當，致無法在最適規模下從事稽徵工作。四、採行稅務行政一元化體制可收簡政便民、經濟節約、人員運用調度靈活且不影響地方財政自主等優點，佐以稽徵效率之實證數據，檢視我國現行稅務行政二元化的組織體系實有重行評估回復一元化體制之必要性。五、對民眾而言，政府係一體的組織，任何政府再造或組織調整工作，應有更大格局作通盤的考慮，才能真正運用有限資源並提升行政效率。基於提升稅務稽徵效率，避免稅務行政人力與資源配置的浪費，本文建議採取稅務行政一元化之組織體系，將地方稅委由國稅局代徵，地方稅務人力移撥至國稅局，或者整併為內地稅務局，統理內地稅之稽徵，藉由資源重組、整合的方式，讓有限的資源可以獲得更靈活的調度與運用。另為減少阻力，代徵經費可以視地方財政狀況從輕或是免除，以提高地方政府或議會同意的意願、降低合併阻力。

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現今的時代，面對全球化的競爭態勢、新興市場崛起、能源危機與金融風暴等因素，台灣的企業在大環境不斷變化之下，掌握市場發展動態，即時回應客戶需求，不斷創新產品與服務，是企業維持競爭優勢不二法門。 ERP隨著軟體技術突破和產業生態蛻變的歷程，其系統面貌也隨之轉換，因此ERP不再只是企業功能的資訊化與經營化，更是科技創新的礎石。許多企業將ERP系統當作企業電子化的基礎，更進一步整合其他的資訊系統，如電子商務(EC)、供應鏈管理(SCM)系統、客戶關係管理(CRM)系統、知識管理系統(KMS)、商業智慧(BI)等。 在現今2010年的後金融海嘯時代，當金融海嘯衝擊以後, 各項國內外經濟評估報告均指出經濟已開始復甦，此刻正是企業重整旗鼓逆勢成長的最佳時刻。對於企業來說，企業資源整合管理的落實不僅是其永續經營的成功關鍵，甚至是其生存的命脈。這也是為什麼在經濟不景氣的環境下，仍有許多企業決心導入ERP系統，以及許多國內外調查報告預測ERP系統的需求與產值仍然會持續成長的主要原因。 本研究的動機之一，即是希望企業在經歷產業變化、策略變動與業務規模的改變之下，如果重新評估ERP系統的適用性，不論是ERP系統需做重新建置或階段性轉換，皆可從不同角度重新探討ERP系統開發與導入過 程的重要策略，而能建置一套對企業真正有效益的ERP系統。 許多企業在發展ERP系統的過程中，都以工程與技術的角度去規劃ERP系統的導入，常會遇到預想不到的結果。對於ERP所涉及的企業流程，利害關係人，導入方法，及對業務流程與關係人的影響，企業導入ERP的策略等，需要做仔細的思考及規劃。 本研究發現在個案公司開發及導入ERP系統的過程中，遇到許多的瓶頸，也面臨了很多問題，導入過程中對企業組織產生了很多影響，改變了原有的作業流程，導入實施後增加許多效益，但某些部份仍需持續改進，ERP系統應確保做到系統整合，需重視細部流程整合方面的分析與資料整合方面的分析。找出ERP系統資料與流程之Gap，並應做到變革管理。 / Nowadays, Facing the globalized competition situation, the emerging markets rise, the energy crisis and the financial storm, Taiwan's enterprises is now under the changing and unceasing environment, the only way to hold on the competitive advantage of Taiwan’s enterprises continuously is to find out the market development tendency, and to response to customer demand immediately, and to innovate product and service unceasingly. The ERP system’s appearance had transformed along with the software technology breakthrough and industrial ecology change. Therefore ERP system is no longer only the enterprise computerize and management tools, ERP is even more the basis of the scientific technology innovation. Many company treat the ERP system as the basis of enterprise’s computerize, furthermore to integrate the ERP system with EC, SCM, CRM, KMS, BI……. In the Late-2010s financial crisis time, after the financial crisis, each domestic and foreign economic appraisal report pointed out that the economy started to recover, It’s the best time to restart and grow up at this moment. The realization of the Enterprise resources integration is not only the key successful factor but also the survival life artery. This is why so many enterprises were still determined to implement the ERP System under the economical depression time, and as well as many domestic and foreign invested report forecast that ERP system's demand and the output value will still continue to grow up. One of this research's motivation, is hopes to re-estimate the important strategy of the ERP implementation from the different point of view, hopes to establish the beneficial ERP system. To review the suitability of the ERP System when the enterprises under the industry change, strategy change and business scale changes, no matter to build a new ERP System or ERP system phase transforming, Many enterprises plan the ERP project by the engineering and technical view, It will always occur the unexpected result. It needs to make the careful considering and plans to all the ERP involves, include the business flows, the stake holders, the implemented methodology, the influence, and the implemented strategy…. This research discovery that while the case company developed and implemented ERP system has meets many bottlenecks, and also has faced many problems. It has had many influences to the enterprise organize while implement the ERP system, It has changed the original business flow, and increases many benefits, But still need to continued improved, The ERP system should assured to realize the system integrated, to pay more attention to the analysis of micro process integration and data integration, find out the gap and do the changing management well.

根據AMR Research的預估，全球的客戶關係管理(Customer Relationship Management，CRM)市場規模，從1998年23憶美元，預估西元2003年將達到168憶美元。以及由2002年底Siebel推出的解決方案來看，CRM的趨勢將針對各種應用系統如何做好整合。 本研究之目的，旨在整合現有客戶關係管理相關文獻，與日商B公司多年來的經驗，以流程再造為出發點，從而設計出新的客戶管理資訊系統中之「銷售」、「行銷」以及「客戶服務」等機制，以解決舊系統不敷使用的問題，並且提供新商品線銷售與服務的機制，以及整合部份內外部系統。研究過程中實踐了系統開發生命週期(System Development Lifecycle)的理論進行新系統之分析、設計、開發、測試，並進一步分析與探討新系統實際上為B公司帶來的效益。以期對於國內企業因應快速發展的CRM趨勢，本系統的實現提供了國內其它產業進行CRM資訊系統建置過程的參考價值。 / According to the prediction of AMR research, the marketing scale of global Customer Relationship Management will be expected to rise from 2.3 billions in 1998 to 16.8 billions in 2003. Viewing the CRM solution of Siebel in the end of 2002, the trend of CRM will focus on how to integrate other hundreds of applications. The objective of this study is to integrate the related references of present CRM and the publisher industry experiences within a Japanese company B. On the basis of Business Process Reengineering (BPR) theory, we design the Sales, marketing, and customer services in the new CRM system in order to solve the problems on the legacy system, to provide the new sale channels and services mechanism of new product line and to integrate parts of the inner and 3rd party information system. During the research process, we accomplished the theorem of System Development Lifecycle to analyze, design, develop, and test of the new system. And further analyze and discuss of the benefit to company B from the the new system. In order to match the trend of the rapid growth in the CRM market for local enterprises, this system supplied the referenced value during building the CRM information system for other local enterprises. / 目 錄 摘要……..………………………………………………………… I 目錄………….…………………………………………………… II 表目錄……………………………………………………………. IV 圖目錄………………….………………………………………… V 第一章 緒論………………….…………………………………... 1 1.1. 研究背景與動機……….……………………………… 1 1.2. 研究目的與範圍………………………………………. 3 1.3. 研究方法與論文結構………………………………….. 4 第二章 文獻探討…………………………………………………6 2.1顧客關係管理系統………………………………………..……6 2.2企業資訊系統整合………………………………….…..…..…10 2.3企業策略委外…………………………………………….……12 2.4企業流程再造…………………………………………….........13 第三章 案例背景與解決方案………………………………..….15 3.1案例背景分析…………………………………………………16 3.1.1 舊系統功能……………………………………….…...17 3.1.2 舊系統業務流程………………………………………25 3.1.3 舊系統流程分析………………………………………27 3.2 解決方案……………………………………………………...29 3.2.1 新系統流程分析………………………………………30 3.2.2 新系統功能設計重點…………………………………31 3.2.3 預期效益………………………………………………33 3.3 技術需求分析………………………………………………...34 3.3.1 系統分析與設計方法…………………………………34 3.3.2 技術選用………………………………………………41 第四章 系統架構…………………………………..…………….44 4.1系統分析………………………………………………..……..44 4.1.1 業務流程圖……………………………………………45 4.1.2 Data Modeling………………………………………….50 4.2 系統設計……………………………………………………...57 4.2.1平行設計……………………………………………….58 4.2.2 MVC設計概念………………………………………...59 4.2.3 系統雛形……………………………………………....62 4.2.4其他系統整合介面…………………………………….68 4.2.5系統架構圖…………………………………………….69 4.3 系統開發………………………………………………….…..71 4.3.1 Web功能模組……………………………………….....72 4.3.2 批次模組………………………………………………74 4.4 系統測試……………………………………………………...76 4.4.1系統整合測試………………………………………….77 4.4.2使用者接受度測試…………………………………….81 4.5 系統上線……………………………………………………...82 4.5.1教育訓練……………………………………………….82 4.5.2上線計畫……………………………………………….82 4.6 系統開發相關技術…………………………………………...86 4.7 效益評估……………………………………………………...91 第五章 結論與後續研究方向…………………………………..98 5.1 結論…………………………………………………………..98 5.2後續研究方向…………………………….…………………..99 參考文獻………………………………….………………….101 表目錄 表2-1 四大巨人CRM解決方案的銷售與趨勢分析表…………………………...8 表3-1 銷售系統功能簡述………………………………………………………….17 表3-2訂戶資料管理功能簡述……………………………………………………..19 表3-3 契約(訂單)管理功能簡述…………………………………………………...20 表3-4 債權管理功能簡述………………………………………………………….22 表3-5催款管理功能簡述…………………………………………………………..22 表3-6發貨管理功能簡述…………………………………………………………..23 表3-7舊系統功能分析……………………………………………………………..24 表3-8新系統解決方案重點………………………………………………………..29 表3-9新系統各部門人員動作概要說明…………………………………………..30 表3-10流程分析策略分析表………………………………………………………36 表3-11軟體生命週期模式比較表…………………………………………………38 表 3-12 系統建構模式與軟體品質評析表………………………………………..42 表3-13 J2EE與 .Net比較表……………………………………………………….43 表4-1 Table Schema 範例…………………………………………………………..52 表 4-2 系統測試分類表……………………………………………………………76 表4-3 Unit Test測試案例…………………………………………………………...79 表4-4 SIT測試案例………………………………………………………………...80 表4-5 上線計畫表執行細項……………………………………………………….84 圖目錄 圖1-1研究方法……………………………………………………………………….5 圖3-1舊系統功能架構圖一(依子系統) ……………………………………………18 圖3-2舊系統功能架構圖二(依部門) ………………………………………………18 圖3-3 舊系統訂購/出貨流程……………………………………………………….26 圖3-4 新系統訂購/出貨流程圖…………………………………………………….31 圖3-5 ERD範例……………………………………………………………………..35 圖3-6 應用系統平行開發的方……………………………………………………..40 圖3-7 系統雛形設計流程圖………………………………………………………..41 圖4-1 B公司整體業務流程圖………………………………………………………45 圖4-2 客戶註冊/訂購流程………………………………………………………….46 圖4-3個人資料變更流程……………………………………………………………46 圖4-4 訂單內容變更………………………………………………………………..47 圖4-5 信用卡入金流程……………………………………………………………..47 圖4-6 退款流程……………………………………………………………………..48 圖4-7 客戶服務……………………………………………………………………..48 圖4-8 物流再發送流程……………………………………………………………..49 圖4-9 名條列印與線上分析報表流程……………………………………………..49 圖4-10 Conceptual Data Model (E-R with Entity) ………………………………….51 圖4-11 Conceptual Data Model Sample(E-R with attributes)……………………….52 圖4-12 亞洲共通版系統設計概念圖………………………………………………58 圖4-13 各子系統功能概要圖……………………………………………………....59 圖4-14 i18n的技術應用範例……………………………………………………….60 圖4-15第一層級Prototype範例(訂單) ……………………………………………63 圖4-16第二層級Prototype範例(訂單) …………………………………………..64 圖4.17第三層級Prototype範例(訂單) …………………………………………..65 圖4-18新系統架構圖……………………………………………………………..69 圖4-19系統硬體部署圖…………………………………………………………..70 圖4-20 JDBC Connection Pooling Module………………………………………..88

本研究旨在探討國立高中學校行政組織調整之需求性、剖析我國國立高中學校行政組織中，職務由教師兼任的概況、瞭解我國國立高中學校行政組織及運作之缺失、分析現行國立高中學校行政組織之改進途徑，提出有助於國立高中學校行政組織再造的架構，以提供學校及主管教育行政機關參考。採用的研究方法計有：問卷調查法、訪談法。 本研究係以高中教師及兼任行政人員、專職行政人員及主管教育行政機關之教育行政人員為研究對象。在問卷方面，以臺中縣市國立高中為研究抽樣母體，採分層隨機抽樣進行問卷調查，總計共發出問卷500份，回收411份，有效問卷411份，總回收率為82.2%。 本研究經過文獻探討及調查和訪談結果分析，得到如下的結論： 一、 現行國立高中學校行政組織架構，各校設立之組別大致相似。 二、 各校現行之學校行政組織中較迫切需要再造之處，頗符合現況需求。加強專業養成訓練；採勞務外包制；員額採總量管制。 三、 各校現行之學校行政組織架構較類似甲方案。較傾向於傳統之處室分組架構。 四、 國立高中學校行政組織，多數的填答者認為國立高中之規模區分維持現狀無須調整。 五、 國立高中學校行政組織，教學組、試務組以及訓育組較適合由教師兼任組長。 六、 現行國立高中學校行政組織及運作之缺失︰教師兼任行政工作意願不高；行政工作勞逸不均；行政組織結構缺乏彈性。 七、 現行國立高中學校行政組織改進途徑︰加強行政人員的專業養成訓練；改善各組行政工作勞逸不均；教職員採總量管制。 八、 國立高中學校行政組織再造，可透過將非屬核心業務外包或場所委外經營的方式來提升行政效率。 九、 進行國立高中學校行政組織再造，可以朝著裁併處室、裁併組別或歸併的方向調整。 十、 國立高中學校行政組織架構調整，以維持現狀的甲案最為填答者支持，反映出普遍冀求安定，但亦有近半數認同再造。 根據以上之結論，提出如下的建議，以供參考。 壹、教育行政機關方面 一、訂定組織再造計畫，因應未來實際需求。 二、行政組織法令鬆綁，賦予彈性自主運作。 三、從制度面根本解決教師兼任行政工作意願不高之學校行政組織運作的缺失，建議教師兼任的適合度較低的職務由專任行政人員擔任。　　 貳、對學校的建議 一、訂定工作流程的簡化措施，修訂學校的校務章則規程。 二、積極進行較迫切需要再造之處。 三、辦理勞務外包，減輕人員工作負擔，縮編員額節省人事經費。 四、非屬核心業務委外經營，開拓財源，減輕行政負擔，有利於組織再造；建議學校可以將餐廳、合作社、游泳池等場所委外經營。 五、加強行政人員專業養成訓練，鼓勵兼行政教師參與行政研習。 六、合理分工各組業務，避免工作勞逸不均。 七、簡化行政業務工作流程，活化學校行政運作機制。 八、 進行國立高中學校行政組織再造，建議裁併部分處室或組別。 / This study is researching the necessity of adjusting the administration organization in national senior school, and exhaustedly analyzing the condition that a teacher holds a concurrent administrative post. Meanwhile, we can understand the faults of the school administrative organization and its administrative operation, and then we can analyze the improving gateways used nowadays in national senior high schools. Furthermore, we can offer the skeleton of reengineering administration organization, and the references to schools and the managers of the educational administration institution. These researching methods which I used are including “questionnaire survey law” and “visiting discussion”. The object personnel that I researched were senior high school teachers, concurrent administrators, full-time administrators and some educational administration personnel in manager educational administration institution. As to the questionnaire survey, we took national senior high schools in Taichung City and Taichung County as the matrix of lamination random sampling. We sent out about 500 “asks-the-volumes” and returned 411 “asks-the-volumes”. The recall “asks-the-volumes” were all effective, so the total returns-ratio reached 82.2%. After literature discussion, investigation and visiting discussion, we come to the following conclusions: 1. The administrative organization skeletons of sections in national senior high schools nowadays are similar to one another. 2. The schools’ administrative organizations now needed urgently reengineering in national senior high schools are: strengthen the professional nurture training, the school services need adopting by “outside the service wraps”. And the specified number of personnel uses the total quantity control. These conform to the present situation demand. 3. The school administrative organization skeleton now traditionally tends to the way of “office room grouping”. 4. The majority of the answerers think that we needn’t adjust the present scale discrimination in high schools’ administrative organization and maintain the present situation. 5. The suitable concurrent posts for high school teachers are the Curriculum and Instruction Section, Examination Section and Extra-curriculum section in national senior high school administrative organization. 6. The demerits in high schools’ administrative organization and their operations nowadays are: teachers are not willing to be concurrent administrative personnel, the administrative affairs unbalance, and the administrative organization structures are lack of flexibility. 7. The ways of improving the schools’ administrative organization in national senior high schools are: strengthen the administrative personnel professional nurture training, balance the service work between sections, and teachers and administrators use the total quantity control. 8. As for the high schools’ re-engineering administrative organization, we may penetrate the outside agent to deal with the non- core business, or place request management in order to uplift the administration efficiency. 9. In proceeding the schools’ re-engineering administrative organization in national senior high schools, we can consolidate offices, or sections, etc., or combine some offices or sections. 10. In adjusting national senior high schools’ administrative organization skeletons, most answerers support to maintain the present situation. According to the above conclusions, my proposals are as following: --supply the reference 1. The proposals for the educational authorities: (a) To make the plans of re-engineering organization, be accordance to the future actual demand. (b) To loose the administrative constitutive law, afford the autonomous flexibility in operation. (c) To solve the demerits basically from the system surface that the teachers are unwilling to serve the part-time employment, suggest that some jobs unsuitable for teachers can be done by full-time administrative personnel. 2. The proposals for school authorities: (a) To make the brief measure of working flow, reedit the rules and regulations of school affairs. (b) To carry on what will be re-engineered positively and urgently. (c) To transact all labor services done by outside agent to reduce the burden of internal personnel, and incorporate personnel to save the personnel funds. (d) To afford the non-core business managed by outside agent, exploit the finance, lighten the administrative burden, will be advantageous of re-engineering organization. And proposal that school cafeteria, cooperative, and swimming pool can be managed by outside agent. (e) To strengthen administrative personnel’s professional nurture training, encourage concurrently administrative teachers to attend the administrative thorough study. (f) To divide each service labor rationally, avoid the unfair burden in assigning work. (g) To brief the administrative affairs work flow, activate the school administrative operation mechanism. (h) To be engaged in re-engineering administrative organization in national senior high schools, suggest consolidating some offices or sections.

本研究選擇工業電腦產業的領導廠商研華科技公司為個案研究對象，想藉由研究該公司的技術支援服務流程，來瞭解其中可能出現的問題，並進一步提出改善的建議。 在整個研究架構方面，採用Davenport and Short（1990）的企業流程再造的五階段，乃因為此架構既具有完整的流程再造觀念，也稍具執行細節的考量，因此決定以該兩位學者所提的企業流程再造五階段作為本研究架構。 根據本研究，發現其現行的技術支援服務流程有以下的問題： 1. 業務工程師花費過多時間於技術支援服務上，使得他們缺乏時間開發與創造新的商機。 2. 客戶找業務請求技術支援並不會留下記錄。 3. 業務工程師與應用工程師有遺忘客戶需求的可能。 4. 業務無法隨時掌握顧客需求被滿足的狀況。 5. 應用工程師被動等待客戶跟催。 因此本研究提出以下建議： 1. 使用「即時支援軟體」來讓客戶可以輕鬆解決自己的問題，並留下服務需求記錄。 2. 加強公司知識庫的完整性、豐富性及更新速度。 3. 使用新的技術支援服務流程以提升服務效率及反應速度。 4. 建立每日客戶需求未被滿足的清單之電腦自動回報機制。 5. 提供客戶即時查詢其需求處理狀況。 另外在進行技術支援服務流程再造的時候，需要特別注意的是，要有一個流程負責人來統管整個新流程的運作狀況，董事長與總經理應該給予最高的授權支持，而該負責人應請各相關部門派出經理級以上的人參與流程再造，藉此整合各方意見並凝聚共識，如此才可能增加推行的助力，並將可行性納入考量，不然有可能變成難以執行計畫。 除此之外，還要有搭配相對應的誘因機制，讓相關的人員可以配合與適應此一新的技術支援服務流程，因為人們面對改變總是偏向抗拒的，因此一個新流程的推行需要相對應的誘因制度設計，才能讓大家有動力去從事變革。 關鍵字：工業電腦、技術支援、企業流程再造、流程圖、服務管理

長久以來，企業核心競爭能力早已被公認是企業獲利以及維繫的驅動者，對於服務業當然也不例外。為了有效生存於現今惡劣的商業環境，服務業必須維護其服務能力之成熟度，以使用者為服務的核心，並以消費者的需求為服務的出發點。唯有以客戶為本，才能使企業永續經營，故台灣服務業若要加入國際市場營運，企業服務能力將扮演一個相當重要的角色。 隨著人類壽命的延長、以及關心個人健康的中產階級崛起，健康檢查已逐漸成為新全民運動。由於市場龐大與需求旺盛，為了服務有健康意識且經濟條件佳的客群，全台醫院和專業診所紛紛設立健康管理中心，提供燈光美、氣氛佳、餐點好、服務親切的健檢環境，其中不少醫院更是砸下重金，重新改造內部裝潢與購買最新式的檢查儀器。因此，高階健檢產業如雨後春筍般的蓬勃成長。 本研究認為，為了實現更高的服務品質，高階健康檢查事業應適當的進行商業流程再造。藉由不斷地改善流程，企業得以回應並滿足顧客的需求，增加企業服務顧客的能力，持續提升服務品質。因此，本研究引用服務企業流程模式的架構，以高階健康檢查事業為研究對象，主要的研究問題分為三大部分：一為適用高階健康檢查事業的服務能力評量模式發展，其二為編輯符合實務用詞的流程領域描述說明，其三為提供高階健康檢查事業品質成長的參考軌跡。 本研究之結果，定義了高階健康檢查事業服務能力等級與成熟等級之表述方式，主動性的給予被評鑑機構一個品質提升的建議與參考的軌跡。本研究設計一套『高階健康檢查事業服務能力成熟度之自我評鑑與改善建議系統』，協助高階健康檢查事業自我評量服務成熟等級，並提供透過資訊科技應用來提升等級的建議。透過階段性的資訊科技應用採納，可妥善配置資訊科技採納進程並編製預算執行順序，來強化醫療照護服務的能力成熟度等級。 / Core competitiveness of enterprise has long been recognized as the driver of profits and sustainability of a business. Service industry is certainly in no exception. In order to effectively survive in today's harsh business environment, services business must maintain its maturity of service capabilities, treat consumer as the core of the services and serve the consumer need as the basic of services. Such consumer-oriented strategy is the key to ensure the long term prosperity of business. It is also essential to Taiwan's service industry for her successful operations in international market. With the extended human lifespan, as well as the rise of the middle class with concern about personal health, health checkup service has become a new national sport. In order to serve customers, who have health-conscious mind and favorable financial affordability, hospitals in Taiwan provide specialized clinics and health management centers. They offer soothing lights and good atmosphere as well as healthy meals and friendly services. Such reformation in health checkup business has seen vigorous market growth and received significant investment on both medical equipment and interior remodeling of examination facility. This study suggests that in order to achieve a higher quality of advanced health checkup service, adequate business process reengineering should be carried out as per need. With constantly improving processes, the service unit would be able to respond and fulfill the customer needs, increase the customer service capacity of the enterprise, and continue to improve service quality. Therefore, this study adapts service business process model as research framework and chooses advanced health checkup business as the research subject. The main research questions are divided into three parts: first is developing a service capability evaluation model for advanced health checkup business; second is editing descriptions of process areas in line with practical terms; third is providing a roadmap of advanced health checkup business to improve their service quality. Results of this study helps to define the capability level representations and maturity level representations for advanced health checkup business. It could proactively provide suggestions to and also be adopted as a reference roadmap for service quality improvement by the evaluated companies. This study also implements a “self-evaluation and improvement recommendation system for advanced health checkup service capability maturity level”, which assists advanced health checkup business to self-assess the maturity level of service capability, and provide recommendations to enhance the level through IT applications. Through the stage-wise IT application adoption, it could properly arrange IT adoption schedule, prepare budget execution order and strengthen the maturity level of health care services capability.