台糖公司自民國四十三年設立公共關係部門，推展公共關係業務，協助公司業務發展以來，至今已有十六年的歷史。本論文即在研究該公司在這十六年□，推行公共關係的經歷過程。 第一章緒論，首先解釋本論文所稱公共關係的定義，及其與企業管理的關係；並說明筆者研究本論文的動機、範圍與方法。 第二章介紹台糖公司。台灣糖業有悠久的歷史、深厚的潛力、與台灣之經濟、社會關係至為密切，但因國內蔗作推廣環境日益艱難，國際糖價無法把握，致成無法穩定經營的難題，台糖公司基於經營上的需要，並在政府倡導、輿論指責下，設立公共關係部門，以協助公司發業務，凡此本章均作詳細介紹與說明。 第三章描繪台糖公司現行之公共關係制度的輪廓。台糖公司的公共關係，組織散漫、事權不專。秘書室設公共關係組，雖名為公共關係，卻不是推行公共關係業務的惟一機構；事實上，人事處、業務處另負責企業界二大群眾—員工與顧客—的關係，只是其本身不自覺，筆者特加以提醒。 第四章說明台糖公司如何向有關大眾推展它的公共關係業務。有關大眾中，以員工與蔗農與該公司關係最為密切，特以較多篇幅加以討論並冠以其名，以示其份量特重。 第五章□提出筆者在研究該公司之公共關係制度的過程中，所發現之應加以改進的組織散漫、事權不專、人員素質不高、偏重親身接觸方式等現象，並進而提出筆者認為該公司公共關係制度，為適應公司未來發展，應更為重視顧客關係、重新調整組織、提高人員素質、多利用大眾傳播媒介的看法。 第六章結論，為台糖公司十六年來推行公共關係的成果，作一總結。筆者以為台糖公司的公共關係制度值得商榷、改進之處不少，但在公共關係在國內尚未蔚成風氣的情形下，該公司能確實致力推行，不僅是幾分耕耘有幾分收獲，且足以使它成為國內公共關係界的老大了。 所謂公共關係，實即意見溝通的過程，為企業發展業務的一種管理職能。作者在學校研習大眾傳播學，對所謂意見溝通，能講得頭頭是道，但欠缺企業（或機關）組織與管理的學養，故對企業機構管理階層如何將公共關係，轉換為管理職能的實際運作情形，不甚了了，成為本論文寫作過程中最大的難題。幸好作者指導教授楊博清師為台糖公司公共關係實際負責人，不時給予指教，或給予觀念上的啟示，或親為說明制度的運作情形，使作者遇著之難題，都能迎刃而解；該公司主管公共關係的副主任秘書張在山先生，以其豐富的學養與經驗，提供了許多寶貴的意見和啟示，為作者擬訂大綱的主要依據。謹在此向二位師長致最大的謝意。 作者並感謝台糖公司的許多朋友，尤其是秘書室公共關係組組長施振雄先生。本論文大部份資料皆係施先生代為收集提供，並撥冗為作者填覆「公共關係有關資料問答」，使作者撰寫工作得順利進行，熱誠可感。 最後感謝本論文摧生者閻沁恆老師。作者初以我國國營企業公共關係制度為研究對象時，曾請教閻師意見，蒙閻師贊許、勉勵再三，並代為引介有關資料，啟導作者研究重點與方向，後作者雖改以台糖公司為題，仍師承其意，為本論文的參考。

台糖公司是國內擁有最大的土地資產的國營事業，就2003年10月台糖而言，仍擁有土地5萬4千公頃，設總管理處及29個分支單位、7家海外分公司，鐵道長928公里，員工5571人。 台糖本以為擁有龐大土地資產不會民營化，惟近幾年的營運狀況並不好，超商、健康食品及美容用品等都不賺錢，幾乎靠著出售土地（或被徵收）的挹注，才掩飾營運赤字。如今面臨為突破營運困境，組織大幅調整的情況下，對員工的工作壓力及工作滿意是否帶來衝擊，影響其適應上的問題，甚至團隊的和諧，進而對組織變革造成阻力，造成提高經營績效的絆腳石等，值得加以深究。 台糖公司於92年10月至93年3月將八大事業部陸續成立運作，其組織由傳統的糖廠組織型態變革為商品行銷的組織型態；同時，在公司的員工尚未作好民營化的心理準備，即進行大幅組織調整其對員工的工作無論是實體環境、內容工作、工作負荷、工作壓力、角色衝突等都會引起其工作滿意質化或量化的影響，正是研究生嘗試探討之動機。 研究對象為台糖之現職員工，研究問卷共發出575份，包括台北、溪湖、虎尾、新營、嘉義、台南、高雄、屏東及台東等地，回收515份，回收率達89.4﹪，其中有效問卷503份，廢卷12份，有效問卷比率為97﹪。 問卷共有 93題，其中84題為測量題，分別為：1、對民營化及公司組織變革認知量表2、工作壓力量表3、工作滿意度量表；另有6題為個人基本資料，包含年齡、婚姻、教育程度、職位、年資、薪資、工作單位及服務地區。 本研究假設有四： 假設一：個人特質在組織變革認知上有顯著性差異。 假設二：個人特質在工作壓力的反應上有顯著性差異。 假設三：個人特質在工作滿意度上有顯著性差異。 假設四：組織變革認知、工作壓力與工作滿意度間有顯著的關聯性存在。 研究顯示，四項假設都得到部分驗證。 依本研究之發現，提供下列建議： 一、 加強民營化宣導工作 二、 建立公司願景目標 三、 加速企業改造 四、 引進專業分割移轉 五、 落實工會溝通 六、 重整敬業精神 本研究係以台灣糖業公司為例，探討員工對組織變革認知與工作壓力、工作滿意之關係，由於時間及取樣上的限制，今後之後續研究，將朝向以下四個面向： 〈一〉 本研究為經濟部所屬國營事業之一，其他如台電公司、中油公司都將面臨不同的經營環境，組織變革的幅度與對員工工作之影響亦隨之迥異，今後，將以不同組織變革結果與員工屬性間有哪些顯著差異，做更深入之探討。 〈二〉 由於影響員工工作滿足的因素很多，本研究僅就工作壓力與組織變革加以探討，今後將就主管領導風格，工作特性，人格特資等變數與工作滿足之關係加以探討。 〈三〉 就企業管理的角度面言，兩岸的大型企業在政經環境不同的差異下，員工對組織變革認知與工作壓力、工作滿足之關聯性是否有顯著差異也是一個頗具研究意義的課題，「寶山鋼鐵公司與中國鋼鐵公司工作滿意與組織變革認知之比較研究」。 〈四〉 就企業國際化而言，目前台電公司與韓國電力公司，中油公司與世界大油公司經營績效之比較，均已有研究案例，今後倘就台糖公司與國際性糖業公司之工作滿意加以比較，對台糖公司邁向國際化將有裨益。 / Taiwan Sugar Corporation (TSC) is the state-owned enterprises which owns the largest land property in Taiwan. Up to 2003 October, TSC has had the land property more than 54 thousand hectares, and in order to take care of them, TSC needs to maintain a huge management system, which includes a front administration office, 29 subordinate divisions, 7 overseas branch companies, and more than 5500 employees. Recently, TSC was not run quite well because almost all of the business operations, such as supermarkets, health food manufacturing and cosmetic industry, did earn no profit. In order to face those strict challenges and break new grounds, TSC has been pursuing a reorganization plan since October 2003 which divides the original hierarchical control system into 8 independent productivity-centered units, and relocates most of its staffs from the traditional sugar manufacturing plants to the new divisions in charge of marketing. Under such circumstances, even though the employees in TSC have never worried about the privatization because the company owns too much land property to be processed, those employees may still feel being hit hard by the changes of job contents, the pressure from working cooperation, and the role conflict during the institutional adaptation process. This paper, therefore, will put focus on those problems, especially on how the problems make any quantitative and qualitative impact on job satisfaction. The analysis includes a research questionnaire which targets on the current employees in TSC. During the research, 575 copies of the questionnaire were mailed to Taipei, SiHu, HuWei, SinYin, JiaYi, TaiNan, Gao, PinDong, TaiDong, etc; and 515copies were replied, 503 copies are statistically effective among them. The questionnaire contains total 93 questions. 84 questions are divided into 3 groups and to test the recognition of privatization and reorganization, the working pressure, and the job satisfaction. The rest 9 questions are designed to investigate the personal information such as age, marriage, education, job position, seniority, working unit and service area. The following 4 hypotheses are developed and partially proved 1. There is critical variation between personal characteristics and the recognition of reorganization. 2. There is critical variation between personal characteristics and the feedback to working pressure. 3. There is critical variation between personal characteristics and job satisfaction. 4. There is critical correlation among the recognition of reorganization, the job satisfaction, and the working pressure. Based on the research findings, this paper provides the following suggestions: 1. Intensifying the publicity of privatization 2. Building the future vision for the company 3. Accelerating the business reengineering 4. Introducing the professional division and transformation 5. Communicating with the labor unions 6. Reeducating the allegiance in working For the advanced research, the following 4 aspects will be focused on: 1. Under the supervision of the Ministry of Economic Affairs, there are total 7 state-owned enterprises, and all are pursuing different kind of reorganization plans. Thus, to analyze how different type of reorganization will create different influences to staff’s personality will be more interesting. 2. Except working pressure and reorganization, many other variables may also have influence on job satisfaction; therefore, the other researches may focus further on the relationship between job satisfaction and leading style, job specification, or personal characteristics. 3. Due to the different political and economical situations, the employee of the state-owned enterprises in Taiwan and Mainland China could have critical variation in the correlation between working pressure, job satisfaction and the recognition of reorganization. As the result, some comparative analyses between Taiwan and Mainland China will add more value to this research. 4. Because some case studies have already compared the effectiveness of Taiwan Power Company to Korea Power Corporation, as well as the efficiency of Chinese Petroleum Corporation to other global petroleum businesses, it may help the globalization of TSC if there will be some comparative study between TSC and other global sugar companies.

No description available.

1985年開始，台糖公司在不與民爭利的原則下拓展蝴蝶蘭事業的發展，延續台灣社會對於蝴蝶蘭的喜好與優勢，進行花卉產業之商業化；產業的萌生源於隸屬於國營事業體制下的正式化組織，基於組織中制度企業家之社會技能動員組織中的成員且策動策略變革，而讓組織固有的制度優勢得以發揮，也克服了體制僵化的瓶頸，而成就了蝴蝶蘭產業於台灣甚至在世界的發展。 本研究透過田野調查以及非線性之質化比較方法，試圖分析台糖開創蝴蝶蘭產業組織新制度的建構模式。研究時間點的劃分，主要以1985年蝴蝶蘭產業小型試種至2001年組織邁入新紀元為止。事實上，在制度環境的架構上，台糖公司發展新興產業的抉擇，隨時間而有階段性的選擇，凸顯了新制度理論在制度環境變遷上歷史性之偶然的觀點(Mizruchi et al. 2006)。事實上，台糖公司落實蝴蝶蘭產業之發展並使之商業化，必須透過三個面向予以說明，首先，制度環境上，組織透過鬆散式結合之運作邏輯化解正式化組織過於僵化的運作模式，並藉此運用正式化組織之資源，結合組織內外之正向的制度環境，發展領先的蝴蝶蘭經營與栽培能力。另外，能夠如此地善用組織資源與變革制度環境，關鍵在於推展產業時，組織任用具有社會技能的制度企業家，不僅聯繫組織內外之菁英，也創造了獨特的經營模式。最後，制度能夠逐漸形成，必須觀察個體行動對於制度環境日常生活實踐的情形，台糖公司在產業開創之時，因其農業企業公司之特質具備優異的農業知識，又基於台灣民間蝴蝶蘭知識資源深厚，經由非正式的接觸，創造了蝴蝶蘭知識，也透過互動的模式擴散知識的分享。 / Taiwan Sugar Company developed an Orchid industry in 1985. It turns flower planting into business in order to continue the advantage in Taiwan. The industry originated from State-owned enterprises, which is the formal way of organization. The organization succeeded in developing orchid industry in the world. It helps that there are entrepreneurs who have the social skills to mobilize members and alter strategies in the organization; therefore, the organization can expand these useful institutions and resolve the institutional myth. The study used field research and qualitative comparative analysis to analyze the structural model of the organizational institution when Taiwan Sugar Company initiated orchid industry from 1985 to 2001. In fact, choosing the produce for this developing industry depends on different stages. It appears that the viewpoint of new institutional theory is that institutional transformation is historically contingent (Mizruchi et al. 2006). Actually, there are three levels that Taiwan Sugar Company uses to develop orchid industry and turn flower planting into business. First, the organization is loosely coupled with formal organization in order to resolve inconsistencies. Moreover, it uses the resources of formal organization and links institutional environment. There was positive feedback about becoming a pioneer in managing and planting in the orchid industry. Second, because there are entrepreneurs who have social skills, the organization can use the advantage of resources and institutional environment. It not only connects the people who own high capability in orchid, but also creates special business model. Finally, the study surveys individual action in the institutional environment, in order to research and understand how to form an institution. When Taiwan Sugar Company created the orchid industry, it was a state-owned enterprise and had rich knowledge in agriculture; in addition, there is rich knowledge about orchids in Taiwanese society. From interaction between the members in the organization and farmers in society, it has created knowledge in orchids and diffused the knowledge in the field.