近年來政府大力推動行政革新、政府再造等工作,然綜觀其所採行之相關措施仍以工具理性為導向，忽略了實質理性的重要性,主客分離互易的結果,產生"異化"問題，對於國家整體生產力將造成負面影響，因此，研究官僚組織的異化問題,實為政府推動種種革新措施的首要之務。 異化論具有宗教的涵義，其後之黑格爾、費爾巴哈、馬克思、盧卡奇、馬庫色等人對此概念均有所論述，近代學者更進一步將此概念應用於官僚組織的經驗研究，以期能對官僚組織的異化問題有更深入的了解與認識，本文乃對異化論及其應用於官僚組織的相關研究予以探析及介紹，並藉此研究、探討官僚組織的異化問題。 目次 第一章 緒論 第一節 研究動機與目的 第二節 研究問題與重要名詞釋義 第三節 研究方法與流程 第四節 研究範圍與限制 第二章 相關理論及文獻探討 第一節 異化論探析 第二節 官僚組織理論探析 第三節 異化論、官僚組織理論的相關研究 壹 異化論的相關研究 貳 官僚組織理論的相關研究 第四節 官僚組織異化問題的相關研究 第三章 研究設計與實施 第一節 研究架構與假設 第二節 研究工具與前測 第三節 研究對象、樣本選取與研究實施過程 第四節 資料處理與統計分析方法 第四章 研究調查結果分析與討論 第一節 樣本結構分析 第二節 公務人員不同個人特質異化情形的差異性分析 第三節 行政官僚組織各面向與公務人員異化各面向間的相關分析 第四節 行政官僚組織整體面向對公務人員異化的綜合影響 第五章 研究發現與建議 第一節 研究發現 第二節 研究建議 參考書目 附錄一 附錄二 / Our government has been wholly absorbed in reinventing task recently. But trying to make a through inquiry, it's not difficult for us to find that it was mainly emphasizing on instrumental rationality, losing sight of substantive rationality. And owing to overlooking substantive rationality , it may result in alienation which will do more harm than good to the productivity of our government. Therefore, the research of alienation in the bureaucracy should be the most important job we ought to do. Alienation has religious implication. Hegel、Feuerbach、Marx、Luck'acs、Marcuse used to discuss it , and modern scholars further apply it to the research of bureaucracy. This research will illustrate the alienation theory and it's application to bureaucracy to understand the alienation problem of Taiper City Government bureaucracy.

本論文採取歷史文獻分析與理解社會學(verstehende Soziologie)的研究途徑，從「以中國說中國」的方法入手，重視歷史事實作為論證基礎的功能與意義。 對中共「民主集中制」的研究在廣度與深度上都超乎中國大陸內部與外部學者在這方面的論述，系統化地借助中共黨史反映了民主集中制一般不為人所注意的關鍵面向。對民主集中制之作用的分析引導筆者發現，中國大陸總體面出現一個「黨、國家、社會」的三角形，這是在現階段與可預見之未來的人類文明中一個非常態的國家總體結構。筆者進而對照西方權力制衡的理論，反映出在民主集中制下是不可能發展出真正的權力制約與監督的機制的，民主集中制的內涵處處體現「一元化整體性控制意識」，民主與民主集中制之間無論就理論或現實運作都存在不可調和的矛盾。 改革開放以來的中共文化戰略奠基者為鄧小平，他的基本方法是將重心放在寄望以經濟建設的成果支持行為層面的紀律，進而鞏固精神思想層面的意識形態。順此，他主張「不搞爭論」與「堅持四項基本原則」，希望大力發展生產力，強調的是「工具理性」。這些其實都是受民主集中制之「一元化整體性控制意識」的影響。 筆者採用各種型態的資料與具體數據說明「『民主集中制』對文化戰略的影響」與「『民主集中制』對改革開放以來文化戰略與戰略造成的困難與挑戰」，呈現出中共文化戰略的不合理與不合時的性質。從文化戰略的視角可以看到許多中國大陸現今不易從單純的政治、經濟、社會的角度所能觀察到的問題。本論文針對此方面的解決方案與方向提出了一些線索與頭緒。 最後，解釋在第一章提出之胡錦濤表現的反差現象。其次，論證中國大陸的政治體制改革應為不可迴避的必要之務，民主改革未必對中共不利，可能更有利。同時回答第一章中共如何統治的問題。 / Adopting the approaches of historical document analyses and understanding sociology, this dissertation brings the method of explaining China in terms of China into bear and places importance on the function and meaning of historical facts as the departing basis of its discussions. Based on the Chinese Communist Party’s (the CCP hereafter) history, the dissertation systematically presents some key points of the CCP’s democratic centralism, to which attention was not paid. It shows wider and deeper understanding of the CCP’s democratic centralism. The understanding leads the author to notice the “party, state and society” triangle, which reflects the uniqueness of the structure of China as a country in the contemporary world. The CCP’s democratic centralism reflects “consciousness of unitary holistic control” and is in fact incompatible with democracy by its normal definition in respect of theory and practice. The foundation of the CCP’s cultural development since the reform and opening was laid by Deng Xiaoping, whose methodology laid stress on economic development. Deng hoped to accomplish some economic achievements to secure behavioral discipline among people and finally consolidate the party’s ideologies and theories. He therefore advocated “no disputes” and “insistence on four fundamental principles” and did his best to promote development of productivity, namely instrumental rationality. All he did embodied “consciousness of unitary holistic control,” so has the CCP’s cultural strategies done the same. Basing on different types of materials and data, the author analyzed the influences of the CCP’s democratic centralism on its cultural strategies and presented the difficulties and challenges to the strategies caused by the democratic centralism since the reform and opening. In the final chapter, the author explained Hu Jintao’s surprising reaction and answered the question how the CCP has been ruling the country. Both were mentioned in Chapter one.

摘要 組織乃社會網絡的一員，其必須正視後現代主義者對當今後現代社會的觀察，以及必須面臨的嚴苛挑戰! 本論文旨在探討後現代主義思潮對當代組織的影響與啟示為何?部分當代管理情境(或稱後現代情境)， 例如，追求一切可能性、對簡單之渴望、感性的思維、 不確定性、 快速變遷、不連續性、模糊、 無界限、解構、 去中間化、 片斷化、 以族群取代社會階級、 多元化、尊重差異、超現實、以及反宰制性規則等等，對當代組織(或稱後現代組織)現在或未來在策略擬定時的影響與啟示為何? 面對後現代情境及其挑戰 ， 後現代組織現在或未來對策略之再思考為何? 後現代組織未來可能適用之新的組織模式為何? 以及後現代組織對策略之再思考的實務作為為何? 本研究主要以文獻探討與次級資料檢索之檔案研究法為主，資料檢索的對象(含個案資料之來源)是以探討較高層次的概念性策略新思維為主。至於屬於研究輔助性質之個案部分，則以屬於營利性質之全球知名多國籍企業、由製造導向轉型為服務導向者、或者可印證本研究所探討之策略新思維者為主。 經由本探索研究後發現，面對後現代主義思維的衝擊，以及後現代管理情境的挑戰，組織應該重新檢視其前提假設、回歸策略本質、勾勒遠大的構想、開創新的價值曲線以避開面對面競爭、重新尋找組織在數位世界的價值定位與經營模式、專注核心、建立社群、培養廣義「顧客」----利害關係人之新的忠誠度、善用所有利害關係人的關係與優勢、 注重組織內外部的整合以及策略要素之間的整合與一致性、擺脫語言牢籠(規則)的束縛而賦予員工彈性、持續尋找任何強調彈性結構、網絡關係、溝通效率、以及民主化機制的組織模式或概念。 最後，對於全球的多國籍企業，本研究建議其必須在全球的產業分工體系之下，勾勒遠大的構想、開創新的價值曲線、發展世界級的核心能力、建立或主導某些內外部社群或電子企業社群、採行time pacing策略以穩健成長、強化跨產業或跨國之組織與策略整合的作為、時時檢視與修改任何宰制性的政策或規則、以及繼續尋找與試行任何可能且可行的組織模式或概念。 / Abstract Organizations that are parts of social network must take into account those issues discovered and criticized by Postmodernist and those severe challenges facing organizations. This dissertation tries to explore those impact and implications aroused by postmodernist for contemporary organizations, those contemporary scenario (postmodern scenario) facing organizations, such as in search of possibilities, in need of simplicity, sensuous thinking, indeterminacy, a rapidly changing environment, discontinuity, ambiguity, boundarylessness, borderless, deconstruction, disintermediation, fragmentation, social class replaced by tribes, diversity, apprizing difference or otherness, hyperreality, and against governing rules, that will affect the strategic planning of organizations at present or in the coming future. In addition, this dissertation also tries to explore that currently or in the coming future how organizations rethink their strategies while facing postmodern scenario and its rigorous challenges, what forms, models or concepts of organization design that organizations can apply, and those managerial practices that organizations have ever executed. The research methodology adopted by this dissertation is primarily literature review and secondary data exploration. The target data including cases are focused on those conceptual strategic thinking. Those cases that are mainly complement to this dissertation are those distinguished multinational corporations (MNC) that have ever been transformed from manufacturing-oriented to service-oriented, or are able to prove partial strategic thinking reviewed in the dissertation. In the face of those thinking impact stirred by postmodernist and challenges resulted from postmodern managerial scenario, this dissertation concludes that organizations should review and rethink their assumption for the world, revisit the essence of strategy, picture and propose the big ideas, create or explore new value curves to avoid cruel face-to-face competition, explore new value positions and business models in the digital world, focus and develop core businesses and competence, build and manage communities, cultivate new types of royalty for those stakeholders partnering with organizations, utilize the relationships with and advantages from stakeholders, emphasize and advocate internal and external organizational integration and consistence and alignment for strategies, free from the cage of language and empower employees, keep exploring those organizational models or concepts that advocate or propose flexibility, networks of people, efficiency of communication, and spirit of democracy. In conclusion, this dissertation suggests that under global industrial value chains, multinational corporations should picture and propose the big ideas, create and explore new value curves, develop best-in-world core competence, form or dominate some internal or external communities or e-business communities, adopt strategy of time pacing for sound and moderate growth, reinforce cross-industry or cross-nation integration for organizations and strategies, keep reviewing and modifying any governing policy or rules, and keep searching and experimenting any latest possible and feasible models or concepts of organization.