我國政府機關的組織皆須依法設立，亦受到法律條文層層制約，惟各機關組織架構受到環境影響並須不斷檢討修正，亦常有權責難以釐清、組織疊床架屋情形，致影響行政效率。因此民國八十七年政府推動「政府再造」，就「組織再造」方面，係著眼在提昇簡化政府組織、消除疊床架屋的組織型態為具體推動方法之一，並為擴大組織彈性、縮短組織法制作業的時間，而構想於民國八十七年起陸續推動完成「中央政府機關組織基準法」、「中央政府機關總員額法」草案的立法工作，及完成「行政院組織法」草案之修正。 負責組織案件審議及主導我國電子化政府政策的行政院研究發展考核委員會爰配合政府鬆綁組織法令之構想，及預為因應「中央政府機關組織基準法」立法通過後，未來組織法案修訂作業將更加頻繁的情況，並考慮組織法規之審議權責屬跨機關、跨院、跨中央與地方等特性，爰組成跨機關「組織案件管理資訊系統」工作圈，研議採行電腦資訊及通訊網路建置組織案件審議作業平台等電子化政府策略，並對現行法制作業流程同時予以簡化、標準化等再設計，經研究者參與上述資訊系統之規劃建置而完成本個案研究，期能獲致下列： 一、 基於組織再造將帶動組織法制作業頻繁，爰就採行電子化政府策略建置「組織案件管理資訊系統」並兼採作業流程簡化、標準化等創新作法，對組織法制作業效率所產生之效益進行檢視。 二、 綜合研究結果與發現，在實務方面作為政府推動電子化政府及組織案件審議之參考，而在學術單位和研究機構方面，提供未來從事相關研究之建議。 本研究在經由理論探討與研究個案實作之後，得知組織法制作業效率除可藉由組織調整、法制鬆綁、流程再造等方法獲致，但電子化政府策略之採行的確可使組織法制作業獲致「作業流程簡化」、「文書減量」、「時間節省」等大幅、迅速的效益提升，本研究之有關命題爰能得到支持、驗證，且實為推展網路化行政、深化數位化行政的必要政策工具之一。 / Government agency is established according by law. The structure and personnel system of a government agency not only constraint by legal statutes, but also need to be amended as environment change. However, the timeliness of amendment is always a government-wide problem that affects administrative efficiency. Since the government reform movement from 1998, lots of efforts have been put on simplifying organization structure, enlarging organization design flexibility, and reducing time for amendment. Also, the enactment of organization basic law, personnel quota, and the restructuring of the Executive Yuan are three most important things. As a member of the Research, Development, and Evaluation Commission, which organization is responsible for the reviewing of organization law of government agency and promoting electronic government, this researcher has conducted a case study on applying electronic government strategy in reviewing organization law. This research is focus on “the task force for organization law management information system”, which is a cross agency team effort. Through the study of applying Internet technology, redesigning the review process, standardization of procedure, and simplification of legislation, this research has served two purposes: 1. To assess the effectiveness of applying electronic government strategy to the reviewing process of the organization law. 2. Through the in-depth analysis of this case, the research finding and conclusion can explore how e-government strategy can be applied on reviewing the organization law of government agency. This research has conducted extensive study of theory, administrative records and the practical operation of the information system for reviewing organization laws. It can be inferred that e-government strategy does help to streamline the review process, to reduce paperwork, and to save time for reviewing. Thus, this case study can contribute to the emerging framework for so called e-administration.

長久以來，公務人員及機關對於政府推動任何方案總是以「上有政策，下有對策」回應，回顧我國政府推動組織學習的情形亦不例外，此次行政院人事行政局積極推動「型塑學習型政府行動方案」，截至目前為止，並無公部門實施組織學習成功之案例可循，其可行性及有效性如何，不免另人存疑！或許這之間有許多影響因素，沒有被詳細討論與發掘，加上目前國內論文對型塑學習型政府議題研究不多，研究者認為有其深入研究之必要。又近年來，樂見國內外學者對學習型組織之理論陸續提出，因而引起研究者在學習型組織對政府改造影響上研究之興趣。 為達研究之目的，本論文主要研究方法為文獻回顧及深度訪談；文獻回顧部分乃試圖從標竿機關成功案例的經驗分享中，萃取出驅動團隊未來最關鍵的動力來源。由於注意的焦點是標竿機關成功的顛峰經驗，它的能量是非常高的，大家就有信心在此基礎上，並運用Peter Senge五項修練方法透過「系統思考」模型分別探討： 一、分析民國89年10月人事行政局推出「建構完整公務人力資源發展體系，型塑學習型政府方案」與民國93年2月推出「型塑學習型政府行動方案」的意義、目標、執行情形、管控機制之差異。 二、機關與公務人員對「型塑學習型政府行動方案」之執行的反應與觀感。 並由上述之內容所得，規劃深度訪談之題綱，運用深度訪問方法，提請專研組織學習之顧問，以及率先實施本方案之中央部會、地方主管機關之承辦人員（或主管），對「型塑學習型政府行動方案」之執行情形，提供心得與具體可行之建議。變革應該是從局部開始，再慢慢擴大、成長，與時俱進，必須經由「過程評估」來檢驗系統的運作，才能看出有意義的實質成果，而本方案實施範圍及對象太多（行政院所屬各機關），未先針對各機關特性、條件之不同即通函一體適用，不僅增加承辦單位之困擾及壓力，對其他公務人員而言，更是怨聲載道！又研究者訪談分析顯示，尚有不少受訪者與執行機關對政府推動本方案之信心仍嫌不足，政府應正視仍在持續執行中（目前為擴散階段）之各基層機關推動本方案之困難度與實用性，並營造組織學習的環境與資源，使其有足夠的誘因執行，期許政府機關之組織學習推動順利。 【關鍵字】：組織學習、學習型政府、政府改造 / The Central Personnel Administration, Executive Yaun, ROC (hereafter ‘CPA’ has issued “Forming Learning Organization Program” (hereafter ‘Program’) to assist public organizations to implement the organizational learning activities for making both government and public employees to develop and grow sustainably. However, what effects would this Program arise still needs further evaluation, for there haven’t been any successful precedents of learning government. Reason for the lack of the above mentioned precedents might be various elements of the Program haven’t been explored and researched. This background invites the interests of author to process the research on what learning organization impact to government reform. In order to achieve the goals of this research, the research methods utilized by the author are the document method and the deep interview method. The aim of document method is to absorb the essential vitality that empowers a team to success from targeting successful cases. Because the focus is put on the supreme successful experiences of the targeting team, the energy developed is very high. Furthermore the Fifth Discipline will be used via systems thinking to deal with the following subjects: I. to aquire the meaning, goals, the implementing results, and the differences between controlling systems by analyzing the Program proposed on October 2000 and the other one proposed on February 2004。 II. to understand what public employees reflect and react to the Program. Based on the above mentioned the author will draft the questionnaires for deep interview, and submit them to the public employees of all levels of institutes which have implemented the Program. The evolution should take place from individual parts and expand to others, and it is needed to exam how the system function for realizing a meaningful result. However, there are too many issues and objectives involved in the Program. And without considering different characters of each public institution, the application of the Program not only causes disturbance and pressure to public institutes, but also raises the complaints from public employees. According to the results gain form many interviewed objectives of the operating institutions, there is still lacking of confidence on operating this Program. In the process of operating the Program, CPA should take the difficulties of operating the Program and its practice seriously. And the CPA should also improve the resources of organizational learning, so as to make the goals of organizational learning realized smoothly. Keywords: organizational learning, learning government, government reform

一九八０年以來政府再造蔚為世界風潮，組織改造工程為各國因應財政壓力及行政效率低落的重要基礎建設。蕭萬長內閣啟動精省列車，陳水扁總統重啟行政院組織法修正，皆有龐大政治效應，如何經驗接軌，為本文研究之動機。經由分析整理相關理論，探討組織重組可能的成因和動力，並藉由內政部精省第二階段組織調整作業之個案分析，希望透過理論的粹煉和展演，提昇組織重組的執行力，俾全面提昇政府效能，最後作者提出八項結論及八項建議。結論部分計列：一、影響公共組織組織重組因素中，以政治因素居首，其次為經濟因素，管理因素影響最微。二、組織重組機會之窗的開啟需以有重大事件為先決條件。三、組織重組的動力依序源於民意機關、上級機關及行政首長。四、組織重組方案係理性規劃或非理性規劃，端視其內、外推拉力量而定。五、組織調整方案應重視配套法案及其立法優先順序。六、組織調整方案應兼具穩健及開創性。七、第二階段精省作業強調員額精簡。八、第二階段精省組織調整之最大特色即組織法律制（修）定及暫行組織規程修訂案雙軌併行等八項。建議部分計列：一、組織改造核心理念應為政府職能調整，即為塑身，非瘦身。二、重視組織法制變革作業，且應有配套及優先審議順序。三、為顧及原省府員工權益，行政院應同意部會地區辦公室職務列等得逕依部會標準調列。四、組織重組方案應兼及穩健及開創性。五、組織重組方案合法化過程，應建立立法、行政及輿論之多數聯盟以爭取政治支持。六、應強化機關首長執行之意志。七、組織重組過程應重視員工權益，惟亦應避免人才反淘汰。八、訂定日出條款以縮短組織調整過渡期，避免組織動盪不安等八項。 / Since 1980 the government restructuring is the trend, the enginge of the organization reform is an important infrastructure to deal with the financial pressure and the loweringly administrative efficiency. The Shuie Cabinet starts the streamlined-provincial project,The President Chen Shui-bian starts the reform of the Executive Yuan Organization Act. There are both giganticly political effect.The motive of this paper is how to connect experience of both reforms.Through the analysis of relective theories and by the case study of the Ministry of Interior in the second stge of streamlined- provincial project to discuss on the possible cause and driver of reorganization. We hope to evaluate the implementing ability of reorganization to increase the government's efficiency wholesale. 　　In the end the writer has some suggestions: 　　一.The focus concept of the organizational reform is to accommate the government's function.In short way, it is shapping, not thinning. 　　二.To emphasis the modification of organization regulation and set its priority. 　　三.For pre-provincal employee's interest，the position-setting standards must be similar. 　　四.The reorganizational reform project must both be stable and innovative. 　　五.The legalization process of the reorganization project must build the majority of legal, administrative and public opponines to win the political support. 　　六.To reforce the implementing will of the executive. 　　七.To emphasis employee's interest, but avoid the talented's turnover. 　　八.To set the sunrise clause to shorten the passage of organization reform.

為照顧勞工退休後之生活，我國設有勞工退休金制度，要求雇主按月提撥一定比例之勞工退休準備金，以作為將來勞工退休時給付之用。此由雇主按月提撥之準備金匯集而成者，即為勞工退休基金。勞工退休基金所肩負之任務，乃勞工退休金之「保值」與「增值」，以確保勞工之退休生活。然而，目前管理、運用勞工退休基金之主管機關，乃行政院勞工委員會下設之勞工退休基金監理委員會，為一任務編組，其所有之業務皆由勞委會各處、室之人員兼任。因此，其專業性有所不足；此外，其易受政府政策影響，故獨立性亦有所不足。凡此種種，實皆為影響勞工退休基金經營績效之重要因素。  晚近，新制定通過之勞工退休金條例，已於民國九十四年七月一日正式施行。其將立法前事業單位提撥準備金帳戶之方式，改為勞工個人退休金專戶之方式；並將先前「確定給付制」改為現行之「確定提撥制」。如此，則退休基金管理、運作之良否，將直接攸關全國數百萬勞工之退休權益，其影響不可謂不大。因此，如何確保基金之適正管理與運用，並同時兼顧安全性與收益性，即為將來勞退基金監理會組織設計上首要之點。目前提出於立法院審議中的勞工退休基金監理會設置條例草案，計有行政院提出的行政法人版本，以及立法委員提出的行政機關等版本。然經本文分析之結果，認為行政法人之組織型態，應為較值得考慮之選項。  是以，本論文關注之重心遂集中於，如果將上開勞工退休基金監理會之組織型態，改為行政法人之型態的話，是否即可達到排除上述退休基金經營與管理上之障礙，而確保基金之適正管理與運用，並同時兼顧安全性與收益性之目標？事實上，將某些行政部門法人化，並不等於將產生行政業務或事務減量及提高效率之結果。問題不在法人化本身，而係在於法人組織、財務及營運等內容設計。而目前行政院版勞工退休基金監理會設置條例草案（民國九十四年三月三十一日行政院會通過；同年九月二十三日交付立法院法制、財政、衛環委員會聯席審查）其內容設計，是否能適切地達到改制行政法人化之目的；抑或其只是新瓶裝舊酒，了無新意？亦為本文所斟酌、考量者。本論文透過對我國行政法人制度之理解與分析為基礎，進而對勞工退休基金監理會行政法人化之方向，以及設置條例草案之規定，提出個人之研究發現與建議。希冀能對將來勞工退休基金之管理、運作，提供、創造一個更有利之條件與環境。