本研究旨在瞭解稅務機關組織文化與組織創新績效的現況，分析不同背景變項在組織文化與組織創新績效的差異情形並探討兩者間之相關情形及預測力。本研究採問卷調查法，以臺北縣政府稅捐稽徵處員工500位為研究對象，回收有效問卷共達465份，資料分析方法係以SPSS for Windows 14.0視窗版套裝軟體進行處理分析，統計方法有項目分析、因素分析、信度分析、獨立樣本t檢定、單因子變異數分析、LSD事後多重比較檢定、皮爾森積差相關分析及多元逐步迴歸分析。實證結果發現： 一、稅務機關員工知覺組織文化現況，以支持型文化得分最高，其次依序為官僚型文化、效率型文化，得分最低為創新型文化。稅務機關員工知覺組織創新績效現況，以技術創新得分最高，其次依序為數位創新、觀念創新、管理創新，得分最低為研發創新。 二、稅務機關組織文化對組織創新績效有顯著且正向的關聯性存在。 三、稅務機關組織文化對組織創新績效及其構面具預測力。創新型文化對研發創新、觀念創新、整體組織創新績效具有較高的預測力；支持型文化對管理創新、數位創新具有較高的預測力；官僚型文化則對技術創新具有較高的預測力。 關鍵字：組織文化、組織創新績效、稅務機關 / The purpose of this research is to understand current status, analyze differences and investigate correlation between the organizational culture and innovation performances of tax affairs institution. A questionnaire survey is applied in this study, with 465 effective questionnaires collected among 500 staffs from Taipei County Revenue Service Office. ‘SPSS for windows 14.0’ statistical software was used for data processing and analysis of this survey, whose statistical methods include item analysis, factor analysis, reliance analysis, t-test, one-way ANOVA, multiple comparison test following LSD, Pearson product-moment correlation analysis, and multiple stepwise regression analysis. The following results have been found: 1. Tax affairs institution staff toward consciousness organizational culture present situation: supportive culture gets the highest score, bureaucratic culture, efficient culture, innovative culture in sequence. Tax affairs institution staff toward consciousness organizational innovation performance present situation: technical innovation gets the highest score, digital technology innovation, conceptual innovation, administrative innovation and R&D innovation in sequence. 2. There exists positive and obvious correlation between the organizational culture and innovation performances of tax affairs institution. 3. Predictability is observed between the organizational culture and innovation performances of tax affairs institution. The innovative culture has higher forecasting ability in R&D innovation, conceptual innovation, and entire organizational innovation performances. The supportive culture has higher forecasting ability in administrative innovation, digital technology innovation. The bureaucratic culture has higher forecasting ability in the technical innovation. Keywords: organizational culture, organizational innovation performance, tax affairs institutio

有鑒於新興國家逐漸取代台灣在全球產業的代工地位，台灣廠商無不思考如何轉型以提升本身的附加價值，而由代工轉型品牌經營則是常被討論的選項。 然而從代工轉型品牌，除了考量剛性面的能力與資源之外，同時也需要搭配柔性面的『組織文化』與『領導型態』的轉換，剛柔並濟之下以便能夠順利達成代工轉型到品牌的策略目標。 本研究以司徒達賢之管理矩陣做為研究架構，分別針對代工與品牌個案公司的領導型態與組織文化進行解析，以找出彼此在這兩者之間的差異，進而提出當代工轉型到品牌經營時，在領導型態與組織文化上面調整的建議。 根據本研究發現，當代工個案公司欲從轉型到品牌經營時，需在領導型態與組織文化注意下列事項 : 領導型態 一. 在目標與價值上，領導者需要提出宏偉的願景與遠大的目標。 二. 在環境認知上，領導階層需具備洞察市場需求的預知能力。 三. 在決策與行動上，領導階層要從權衡『客戶影響』轉為維繫『品牌價值』為主要考量。 四. 在創價流程上，領導階層對於管理流程的考量應該較多的『興利』，較少的『防弊』。 五. 在知識與能力上，領導階層除了『經驗指導』之外，需要更多的『才智啟發』以提升部屬問題解決與創新的能力。 六. 在有形與無形資源上，領導者應將『人才第一、以人為本』視為經營的圭臬，視人才為公司重要資產。 組織文化 一. 在目標與價值上，組織應從專注於『滿足客戶需求』轉換成致力於『創造品牌價值』。 二. 在環境認知上，組織應從『聽客戶』轉換成『看市場』。 三. 在決策與行動上，組織應從著重『How To Do』轉換成思考『What To Do』。 四. 在創價流程上，組織營運流程上應考量較多的『開源』，而較少的『節流』，應從『效率導向』轉換成『創價導向』。 五. 在知識與能力上，組織應從『精實的管理能力』提昇至『多元的創新能力』。 六. 在組織資源上，應保留餘裕以因應市場需求做彈性反應。 期許透過本研究以管理矩陣做為架構，對個案進行解析後所提出的發現與建議，在實務應用上能夠有所幫助，可作為代工轉型品牌重要之參考。

本研究主要目的在於： 一、 探究學校行政人員是否為高情緒勞務工作者 二、 瞭解情緒勞務構面與行政人員各背景變項的關係 三、 探討情緒勞務構面與工作滿意的關係 四、 分析情緒勞務構面與學校組織文化類型的關係 五、 瞭解學校組織文化類型與工作滿意的關係 最後根據研究結果之分析、討論，提出具體建議，做為教育主管機關、學校領導者、行政人員及未來研究者之參考。 依研究之需要，本研究編製「情緒勞務負擔量表」、「學校組織文化量表」及「工作滿意量表」等三種研究工具。以臺北市公立國民中學行政人員為問卷調查對象。共抽取47所國民中學，705名行政人員為施測樣本。自95年5月12日發出正式問卷705份 ，至95年5月25 日止，共回收問卷537份，可用問卷為518份，問卷回收率為76.2%，可用率為73.5%。最後運用描述性統計、皮爾森積差相關、單因子變異數分析及逐步多元迴歸等方法進行統計分析： 本研究之重要發現如下： 一、 臺北市國民中學行政人員屬於「高」情緒勞務工作者。 二、 國民中學行政人員的「情緒勞務」在性別、擔任職務方面有顯著的差異。 三、 各類型學校組織文化在年齡方面有顯著的差異。 四、 國民中學行政人員的「工作滿意」在年齡、擔任職務、行政年資及學歷方面均有顯著的差異。 五、 國民中學行政人員的「情緒勞務負擔」與「工作滿意」有顯著的正相關。 六、 各類型的學校組織文化與行政人員的「情緒勞務負擔」均有顯著的正相關。 七、 各類型學校組織文化與行政人員的「工作滿意」均有顯著的正相關。 八、 「創造型組織文化」、「科層型組織文化-責任歸屬型」、「支持型組織文化」、「基本的情緒表達」、「表層的情緒控制」與「深層的情緒偽裝」具有預測行政人員「工作滿意」之功能。 關鍵詞：情緒勞務、學校組織文化、工作滿意 / The main purposes of research are: 六、 To see if school administrators are high emotional labor. 七、 To exam the background factors affecting school administrators’ emotional labor. 八、 To investigate the relationship between school administrators’ emotional labor and their job satisfaction. 九、 To analyze the relationship between school administrators’ emotional labor and the school organization culture. 十、 To probe into the relationship between school organization culture and the job satisfaction. Finally, according to analysis discussion, the concrete suggestion will be proposed to educate the controlling organization, school leaders, administrators and the future researcher. According to the need of research, it is established three kinds of research tools such as emotional labor questionnaire, school organization culture questionnaire and job satisfaction questionnaire. The survey focuses on Taipei junior high school administrators which extract 47 junior high schools about 705 administrators for the sample. On May 12, 2006 705 official questionnaires were sent out and 537 questionnaires were collected on May 25. There are 518 available questionnaires. The questionnaire returns-ratio is 76.2% and the availability is 73.5%. The date is statistically analyzed by descriptive statistics, Pearson product-moment Correlations, one-way ANOVA and regression analysis. The important discovery of this research is as follows. 1. The administrators of Taipei junior high school tend to high emotional labor workers. 2. There is significant effect on sex and the post of the duty on Emotional labor of the administrators. 3. There is significant effect on age in all kinds of school organization culture. 4. Job satisfaction of the administrators had significant effect on age, the post of the duty, Administrative period of service, and the degree of education. 5. The job satisfaction of administrators had significant and positive correlation in Emotional labor. 6. The emotional labor of administrators had significant and positive correlation in all kinds of school organization culture. 7. The job satisfaction of administrators had significant positive correlation in all kinds of school organization culture. 8. Innovative organization culture, Bureaucratic organization culture-responsibility, supportive organization culture, basic emotional expresses, surface emotional control and depth emotional camouflage had functioned to forecast administrators’ emotional labor.

本研究旨在探討臺北市公立高級中學學校組織文化與學校效能之現況，並探究不同個人背景變項與學校背景變項之教師對學校組織文化與學校效能知覺之差異情形，並分析兩者間之關係及檢視學校組織文化對學校效能之預測力。 本研究採用文獻探討法與調查研究法，依據研究目的、研究問題及文獻探討結果，編製「臺北市公立高級中學組織文化與學校效能調查問卷」進行預試，並依據因素分析結果編製正式問卷進行研究。本研究之研究對象為服務於臺北市公立高級中學教師，依學校班級數及教師人數為依據，本研究樣本為672人，有效回收問卷共566份。問卷調查結果採用描述性統計、皮爾遜積差相關、t檢定、單因子變異數、多元迴歸等統計方法進行分析。本研究之主要結論為： 一、臺北市公立高級中學教師對學校組織文化與學校效能知覺程度為中上程 度。 二、就教師之個人背景變項對學校組織文化與學校效能的知覺差異比較發 現： （一）男性之學校組織文化知覺普遍高於女性；（二）不同年齡教師之學校組織文化知覺無顯著差異；（三）不同學歷教師之學校組織文化知覺無顯著差異；（四）資深者之學校組織文化知覺略高於資淺者；（五）兼行政教師之學校組織文化知覺顯著高於專任教師；（六）男性之學校效能知覺普遍略高於女性；（七）不同年齡教師之學校效能知覺略有差異；（八）不同學歷教師之學校效能知覺無顯著差異；（九）資深者之學校效能的知覺普遍略高於資淺者；（十）兼行政教師之學校效能知覺顯著高於專任教師。 三、就教師之學校背景變項對學校組織文化與學校效能的知覺差異比較發現：（一）不同規模學校在組織文化各層面之知覺無顯著差異；（二）不同學校歷史在學校組織文化各層面之知覺無顯著差異；（三）學校規模41~60班者在學校效能之行政領導效能層面的知覺顯著高於25~40班；學校規模60班以上者在學校效能之學生學習表現層面的知覺顯著高於41~60班（四）不同學校歷史在學校效能各層面的知覺無顯著差異。 四、學校組織文化與學校效能之關係密切。除了學校組織文化之關係取向層面之外，其他學校組織文化整體及各層面與學校效能整體及各層面均呈現顯著正相關。 依以上之研究發現，本研究對主管教育行政機關、臺北市高級中學與後續研究者分別提出以下建議： 一、對主管教育行政機關之建議：（一）善用教師對學校事務之高度關心，賦予學校自主空間引導，建立優質之組織文化。（二）善用教師對學校效能之知覺，鼓勵學校追求團體及個人之績效，提升學校效能。 二、對臺北市高級中學學校之建議：（一）學校要重視不同性別教師對學校組織文化及學校效能之知覺差異（二）學校要針對不同年齡教師提供組織文化及學校效能多元資訊（三）校長充分運用學校優質的教師人力資源，提供教師參與學校事務之機會，提昇學校效能（四）學校提供不同年資教師間有較多互動及交流機會（五）強化法制取向、情感取向、創新求變等層面之正面影響力，增進學校效能。（六）建立學校與社區關係及有效運用社區資源，提升並強化學校效能表現（七）建立增進學校效能之最佳組織文化模式。 三、對未來研究之建議：（一）研究對象方面，建議擴大研究對象至私立高中或公私立高職比較其差異。（二）研究變項方面，建議參採適合變項納入研究分析。（三）研究方法方面，建議參酌使用質性研究輔助之。（四）研究工具方面，建議將負相關結果之組織文化之關係取向變項再做衡酌，或納入其他變項。 / The purpose of this study was to find out the present status of organizational culture and school effectiveness in Taipei public high schools, and to explore how variables of different personal and school backgrounds can influence the teachers’ perception toward organizational culture and school effectiveness. This study also examined the predictability of organizational culture to school effectiveness. The research methods used in this study included literature review and survey method. Based on the study purpose and literature review, a questionnaire for organizational culture and school effectiveness in Taipei public high schools was compiled. After pretest and factor analysis, a formal questionnaire was formed to conduct the study. The subjects of this study were teachers of Taipei public high schools. According to the amount of classes and teachers of individual school, 672 subjects were drawn, and the valid returned questionnaires were 566. These valid questionnaires were then analyzed by statistics methods including descriptive statistics, Pearson Relations, T-test, one-way ANOVA, and multiple regression. The main findings of this study were as follows: 1.The subjects’ perception toward their schools’ organizational culture and school effectiveness were middle to high degrees. 2.The relations between different personal backgrounds and the perception toward organizational culture and school effectiveness were concluded as follows: (1)Male subjects’ perception toward organizational culture was generally much higher than female subjects’. (2)Subjects of different ages showed no significant difference in their perception toward organizational culture. (3)Subjects of different educational backgrounds showed no significant difference in their perception toward organizational culture. (4)Senior subjects’ perception toward organizational culture was slightly higher than junior subjects’. (5)Subjects with administrative positions significantly showed higher perception toward organizational culture than those without administrative positions. (6)Male subjects’ perception toward school effectiveness was generally a little higher than female subjects’. (7)Subjects of different ages showed a little significant difference in their perception toward school effectiveness. (8)Subjects of different educational backgrounds showed no significant difference in their perception toward school effectiveness. (9)Senior subjects’ perception toward school effectiveness was slightly higher than junior subjects’. (10)Subjects with administrative positions significantly showed higher perception toward school effectiveness than those without administrative positions. 3.The relations between different school backgrounds and the perception toward organizational culture and school effectiveness were concluded as follows: (1)Subjects from different scale schools showed no significant difference in their perception toward each aspect of organizational culture. (2)Subjects from schools with different history showed no significant difference in their perception toward each aspect of organizational culture. (3)Subjects from schools with 41 to 60 classes significantly showed higher perception toward the administration leadership aspect of school effectiveness than those from schools with 25 to 40 classes. Subjects from schools with more than 60 classes significantly showed higher perception toward the student learning performance aspect of school effectiveness than those from schools with 41 to 60 classes. (4)Subjects from schools with different history showed no significant difference in their perception toward each aspect of school effectiveness. 4. A close relation was found between school organizational culture and school effectiveness. Aside from the relationship orientation aspect of school organizational culture, the school organizational culture itself along with its individual aspect and the school effectiveness itself along with its individual aspect were significantly correlated. According to the above findings, suggestions for educational administrative authorities, Taipei high schools, and subsequent researchers were listed below: 1.Suggestions for educational administrative authorities: (1)Make good use of teachers’ concern about school affairs, give school more space for self management, and help establish quality school organizational culture. (2)Make good use of teachers’ perception toward school effectiveness, encourage schools and teachers to pursue their performance and efficiency, and promote school effectiveness. 2.Suggestions for Taipei high schools: (1)Recognize and improve the fact that teachers with different sex showed significant difference in their perception toward school organizational culture and school effectiveness. (2)Provide teachers of different ages with relative multiple information sources on school organizational culture and school effectiveness. (3)Make full use of the quality human resources in school, and offer opportunities for teachers to take part in the school affairs to promote school effectiveness. (4)Make more chances for senior and junior teachers to interact and communicate. (5)Strengthen the positive influence of legal orientation, emotional support orientation, and innovation and change orientation. (6)Establish an interactive relationship with communities, and utilize community resources effectively. (7)Establish the best organizational culture mode to increase school effectiveness. 3.Suggestions for future research: (1)Expand research subjects to private high school and vocational high school teachers. (2)Adopt other appropriate variables into the study. (3)Add qualitative approach to supplement the study. (4)Reconsider if the aspect of relationship orientation should be listed as one of the variables of organizational culture.

京都大学 / 0048 / 新制・課程博士 / 博士(医学) / 甲第19170号 / 医博第4012号 / 新制||医||1010(附属図書館) / 32162 / 京都大学大学院医学研究科医学専攻 / (主査)教授 川上 浩司, 教授 中山 健夫, 教授 一山 智 / 学位規則第4条第1項該当 / Doctor of Medical Science / Kyoto University / DFAM

本文以資料分析與深度訪談的方式，總共訪問了十一位台灣第一家電視台──台視員工，以瞭解面對內外在環境激烈挑戰下，台視視聽資料處在組織變革前後所發生的變化。本文主旨在說明台灣無線電視台在面對政治角力、有線電視瓜分市場、內部流程變革以及士氣變化對台視生存發展影響情形。研究結果顯示，受訪者均認為內部與外部環境變化，對台視影響已隨著收視率遽降與營收下滑而逐漸增強，高階經理人大幅異動與組織變革持續推動，更對台視傳統組織文化與人員士氣造成劇烈衝擊。台視過去四十年在政府保護下的獨佔與寡佔龐大利益隨著環境變異而改變，二千年總統大選結果台灣全面政黨輪替，媒體環境跟著重新洗牌，電視生態隨之調整，其中尤以政府掌握優勢股權的台視領導層變化最受矚目，新團隊繼任後重新定位台視為「多媒體、多頻道、多通路」的集團化發展，意圖打造台視媒體集團企圖不言可喻，於是擬定策略，全面進行組織變革，所獲回饋卻是高階經理人逐一中箭落馬，裁員減薪持續推動，收視率與營收則尚待提振的困境。 　本文雖然指出台視面對環境調整下的內外在矛盾衝突，但仍必須肯定無線電視台組織變革的必要性，只是變革方向的正確與否則待時間驗證。事實上，無線電視台組織變革討論至今尚未見具系統性研究，本研究之分析訪談不僅試圖填補過去研究的缺憾，也指出未來研究值得探討的方向。 / Through the method of data analysis and profound interview, this current study has interviewed eleven employees of Taiwan first television station － that is Taiwan Television Enterprise (TTV) in total to understand the visual and audio office changes of TTV that happen before and after the organization transformation under the intense challenge of external and internal environment. The purpose of the current study is to make a description of the changes affecting condition to TTV in facing political wrestling, the cable televisions that are divvying the market, internal procedures transformation and morale variation. The study result shows that the subjects think that the influence effect of internal and external environment towards TTV is growing stronger gradually along with the dropping of watching rate and gross earnings. The changes of the high-level managers by a wide margin and continuous advancement of organization transformation has caused intense impact to the traditional organization culture of TTV and employees morale even more. In the past four decades, under the government protection TTV has monopolized and was the only one who has the immense benefit, and this condition has changed along with the environment variation. The result of the Presidential Election in 2000 has caused the political parties of Taiwan to take turns in governing, and the mass media environment also reshuffles following the transformation, and the television ecology is adjusted according to it. Among them is the change of high-level managers in TTV of which the government is the largest stockholder, is receiving the largest attention. The incoming new team brings up the vision of “multimedia, multi-channel and multi-passageway”, it goes without saying that they have the intention to create Taiwan mass media group. Thus, they call the organization transformation into action on a large scale and the feedback they get is that one by one the high-level managers fall out of power, and the cutbacks in personnel and wages decrement is advanced continuously. Although this study has pointed out that the TTV is facing the internal and external contradiction conflict of environment adjustment, the importance of organization transformation is also undeniable. But the correctness of transformation direction still needs some time to verify. As a matter of fact, so far the organization transformation discussion of wireless television station still does not have systematic study. The analysis and interview of this current study not only attempts to make up the deficiency of the studies in the past, but also points out the discussion aspect that is worth to be studied in the future. Key words: organization transformation, organization culture, procedures transformation, internal and external environment

本研究旨在探討交通行政機關會計人員「組織文化」、「工作滿足感」與「組織承諾」之關係。透過普查的方式對交通行政機關會計人員進行問卷調查，共發出218份問卷，回收210份，扣除廢卷及填答不完整者7份，有效問卷為203份。 本問卷採李克特五點量表為計分標準，運用描述統計、次數分配、獨立樣本t檢定、單因子變異數分析、Pearson相關分析及多元迴歸分析等方法進行統計分析，而研究發現如下： 一、 不同「年齡」、「官職等」、「服務年資」的交通行政機關會計人員在組織文化及各構面上有顯著差異。 二、 不同「性別」、「婚姻狀況」、「年齡」、「教育程度」、「官職等」、「服務年資」及「職務位階」的交通行政機關會計人員在工作滿足感及各構面上有顯著差異。 三、 不同「年齡」、「婚姻狀況」、「教育程度」、「官職等」、「服務年資」及「職務位階」的交通行政機關會計人員在組織承諾及各構面上有顯著差異。 四、 組織文化與組織承諾之間呈現顯著正相關。 五、 工作滿足感與組織承諾之間呈現顯著正相關。 六、 組織文化對組織承諾有顯著的影響。 七、 工作滿足感對組織承諾有顯著的影響。 最後根據研究發現，提出建議，供行政院主計處及地方政府主計單位作為人力資源管理之參考。 / The purpose of my research is to discuss the relationship of organizational culture, job satisfaction, and organizational commitment to the transportation administrative organization accounting personnel. The investigation was carried out by sending out 218 questionnaires to those personnel. 210 of them were collected, and 7 were invalid or partially answered, resulting in 203 effective questionnaires. The investigation are scored with the standard of “Likert Scale”, conducting statistic analyses by means of Descriptive Statistics, Frequencies , Independent-Sample t Tests, One-Way ANOVA, Pearson Correlation Analysis, and Multiple Regressive Analysis. The following are the research findings: 1. Among transportation administrative organization accountants, there are distinctive different attitudes toward organizational culture with different“age”and“official rank”,“years of service”. 2. They also have noticeable differences of job Satisfaction , in the aspects of “sex”, “marital status”, “age”, “education level” , “official rank” , “years of service” and“rank of duty”. 3. The accounting personnel’s commitment to their organizations varies from “age”, “marital status”, “education level”, “official rank” , “years of service” and“rank of duty”. 4. There are significant “ positive correlation ” between organizational culture and organizational commitment . 5. There are significant “ positive correlation ” between Job satisfaction and organizational commitment . 6. Organizational culture poses a significant effect on organizational commitment. 7. Job satisfaction poses a significant effect on organizational commitment. In conclusion, based on the research findings, I render some suggestions to “Directorate-General of Budget, Accounting and Statistics (BAS), Executive Yuan” and BAS departments of local governments, for the references of human resource management.

從這一波「政府再造」(Reinventing Government)的潮流來看，「組織文化」與「組織效能」是其中兩個極為核心的課題。然而儘管從相關文獻中可探知組織文化與組織效能的重要性，但卻缺乏一個參考架構，可以幫助我們在政府部門中去分析診斷組織文化呈現出何種態勢，去衡量評估組織效能的表現主要側重在哪些面向。從市政管理的角度而言，實在需要有一個分析架構來幫助行政人員或專家學者去了解整個行政機關在組織運作上，組織文化的現況與組織效能的表現，並進而了解兩者未來應有的改進方向。職是之故，本文遂以競爭價值途徑(competing values approach，簡稱CVA)為分析架構，以組織文化與組織效能為研究焦點，以台北市政府為研究範圍，來從事實證調查研究。 研究結果發現，儘管市府在組織文化與效能間呈現高度正相關，顯示市府愈具有四類組織文化的特質，其組織效能相對的也愈高；反之亦然；然而從文化風貌與效能標準的內涵來分析，兩者顯然略有出入。首先就相同點而言，台北市政府無論是在組織文化或效能上大抵皆展現出內部過程模式的特質，相對地其在開放系統模式下的特色則最為薄弱。其次就相異點而言，市府在組織文化與效能上不一致的現象，主要表現在理性目標模式與人群關係模式的對立上。從競爭價值途徑的觀點而言，這種現象可能導致市府各機關在組織運作中產生衝突與矛盾的情況。此外，研究亦發現會影響組織文化與組織效能之認知的人口統計變項，主要為：年齡、教育程度、服務年資、機關層級與機關類型，且這些變項對組織文化與效能之影響在方向上有其一致性。 有鑑於市府在組織文化與組織效能上的不相一致，以及因此可能造成在組織運作上的衝突與阻力，本研究乃思之以競爭價值途徑所提示的「超然」(transcendence)立場，歸納出目前再造運動中所著重的政府組織形象與特質，以作為市府在行政管理上順應時勢潮流、減少衝突對立的努力方向。從相關文獻的探討中，本研究試著以三個對比的特色：成果導向VS. 過程導向、開放參與VS. 命令服從、尊重民意VS. 遵從上意，來突顯出政府再造運動所追求的政府典型與傳統的政府典型在組織運作上有著哪些差異。 基此，本研究主張未來市府在組織運作上，首要之務應積極加強開放系統模式的特質；並要改善人群關係模式與理性目標模式的運作；另外，則要消弱內部過程模式的色彩：不要過度自陷於行政程序的官樣文章中，而要以整體目標為考量、不要自我侷限於層級節制的命令服從，而應授能員工開放參與、不要讓上級的意見蓋過了民意的聲音。 立足於此一改革方向上，本研究認為可以透過市府組織文化的變革，來促進組織效能各面向的均衡發展，進而使得市府整體運作能更順暢，在行政效率、服務品質及各項工作績效上皆能有所提昇。為達成此一目標，本研究援以Schein所提出的文化層次觀點，作為市府在組織文化變革與管理時循序漸進的階段指引。 目 錄 第一章 緒論 第一節 研究動機與目的 1 第二節 研究範圍與方法 3 第三節 名詞界定 5 第四節 文獻回顧 11 第二章 分析架構與實證調查 第一節 競爭價值途徑的理論探討 15 第二節 研究架構 29 第三節 調查過程 32 第四節 樣本分析 29 第三章 台北市政府組織文化之分析 第一節 台北市政府組織文化之現況分析 42 第二節 人口統計變項對組織文化的影響 45 第三節 研究發現與討論 55 第四章 台北市政府組織效能之分析 第一節 台北市政府組織效能之現況分析 60 第二節 人口統計變項對組織效能的影響 63 第三節 研究發現與討論 76 第五章 台北市政府組織文化與組織效能之關係 第一節 組織文化與組織效能之相關分析 82 第二節 台北市政府組織文化與效能關係之探討 85 第六章 結論 第一節 研究發現綜述 91 第二節 管理實務上的建議 95 第三節 後續研究上的建議 109 參考書目 111 附 錄 一 A 附 錄 二 C 附 錄 三 G

私立技專校院正面對新世紀的挑戰。社會、政治及經濟環境的快速變遷，學校如何能永續發展是必須面對的現實課題。私立技專校院董事會是否健全與對於校務運作的支持，對於學校組織文化和學校效能產生一定的影響力。本研究之主要目的即在瞭解臺灣私立技專校院學校董事會運作功能、學校組織文化與學校效能之關係，並透過對私立技專校院董事會運作功能、學校組織文化與學校效能之調查與實證分析，瞭解三個變項間之關係。 本研究採用調查研究法，以台灣地區73所私立技專校院的董事會、校長（副校長）、行政人員與教師為研究對象，以立意取樣方式分四個階層進行抽樣，共計發出657份問卷，有效回收問卷共計538份，有效回收率為81.9％。調查結果以T檢定、單因子變異數分析、皮爾遜積差相關、逐步多元迴歸及結構方程模式等統計方法進行資料處理。 本研究之主要發現如下：1. 私立技專校院董事會運作功能良好，並以「校務規劃」為最佳；2. 私立技專校院組織文化得分良好，並以「組織運作」為最佳；3. 私立技專校院的學校效能得分良好，並以「教學品質」為最佳；4. 董事會運作功能、學校組織文化與學校效能三者間具有正向關聯；5. 私立技專校院董事會運作功能及學校組織文化對學校效能有正向預測作用；6. 私立技專校院董事會運作功能、學校組織文化投與學校效能三者關係之模式適配度檢定獲得支持，能解釋主要變項間之關係。 根據以上之研究果，本研究提出數項建議以供私立技專校院董事會、私立技專校院、教育工作者、教育行政機關及未來研究時之參考。 / Due to the rapid change of social, political and economical environment, private technological universities and colleges are facing a new challenge in the new century; the sustainable development of schools has become an important issue. The directorates of private technological universities and colleges have been playing a critical role in schools’ organizational culture and effectiveness. The main objective of this study was to explore the relationship among directorate operation function, school organizational culture, and school effectiveness. Base upon survey and empirical analysis, this study tried to understand the relationship among directorate operation function, school organizational culture and school effectiveness. The objects of this study were the members of directorate, president (vice president), administrators, and teachers of 73 private technological universities and colleges in Taiwan. Based upon survey study, a total of 657 persons were chosen to join this study with a purposive sampling method under four levels and 538 valid questionnaires returned, the valid response rate was 81.99%. Statistical method such as T-test, one-way ANOVA, Pearson product moment correlations, stepwise multiple regression and structural equation modeling were used for data analysis. The major findings of this study included the followings: 1. the operation function of private technologies universities and colleges was found performed well, especially in “school planning” dimension. 2. The organizational culture of private technological universities and colleges performed well especially in “organizational operation” dimension. 3. The school effectiveness of private technological universities and colleges performed well especially in “teaching quality” dimension. 4. There were positive correlations among directorate operational function, school organizational culture and school effectiveness. 5. Directorate operational function and school organizational culture were showed to have positive predicting power toward school effectiveness. 6. The model fit of relationship among directorate operation function, school organizational culture and school effectiveness were statistically supported Based upon the findings, several recommendations were made as references for the directorate of private technological universities and colleges, private technological universities and colleges, educational administration institutions, as well as for further research.

金融業務全球化發展，不僅促使金融商品推陳出新，更使銀行、證券、保險業間之業務區隔及差異漸趨模糊，隨著金融組織營運變化快速，人力資源功能對事業體策略與營運作業的配合，需要更能符合市場以及其他從業人員的需求，如何從人力資源管理功能的績效表現來肯定人力資源功能存在的重要性與必要性，對人力資源管理領域的從業人員來說是一項挑戰。在內部行銷的概念下，內部服務品質可以成為衡量績效的標準，提升服務的水準，能給予其他前線的員工更完善的服務來提升其對外部顧客產品與服務的品質，而才能對個人績效與部門績效有正向的影響。本研究從內部顧客的角度，探討台灣金融業人力資源管理人員才能與人力資源內部服務品質之間的關聯性，並以為組織文化為調節變項，希望研究結果能提供組織施行人力資源措施時對人資人員與內部顧客更多的協助。 研究發現，在金融業之中，人力資源管理人員所具備之信任推動、人才與組織發展、策略規劃與作業執行等四項才能對人力資源部門所提供的內部服務品質有顯著的正向影響，而創新型與支持型之組織文化對人力資源內部服務品質有正向影響，同時也在才能與內部服務品質的關係之間，具備調節效果。 金融業裡不同行業在人力資源才能、內部服務品質與組織文化的構面中，存在著差異性，本研究找出與各項內部服務品質具有影響性的才能項目，人力資源部門如需提升所針對的內部服務品質項目，可透過研究結果增強各該項才能。在組織文化的調節作用中，針對銀行業，對組織處於較低創新型與支持型文化的人力資源部門來說，應該更重視信任推動、人才/組織發展、策略規劃與作業執行等人力資源管理人員才能的提升，來滿足內部顧客對內部服務品質的需求；而在保險業中，組織處於較高創新型文化，企業連結的才能更顯重要，應瞭解組織營運的模式與工作流程，方能提升整體的人力資源內部服務品質。