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博碩士論文 etd-0604106-102556 詳細資訊
Title page for etd-0604106-102556
論文名稱
Title
組織變革、全面品質管理與組織經營績效關係之探討─以台灣菸酒股份有限公司為例
The study of relationship among Organization Change,Total Quality Management toward Organizational Operating Performance - The case of Taiwan Tobacco and Liquor Corporation.
系所名稱
Department
畢業學年期
Year, semester
語文別
Language
學位類別
Degree
頁數
Number of pages
122
研究生
Author
指導教授
Advisor
召集委員
Convenor
口試委員
Advisory Committee
口試日期
Date of Exam
2006-05-09
繳交日期
Date of Submission
2006-06-04
關鍵字
Keywords
組織變革、全面品質管理、組織經營績效
Organization Change, Total Quality Management, Organizational Operating Performance
統計
Statistics
本論文已被瀏覽 5852 次,被下載 39
The thesis/dissertation has been browsed 5852 times, has been downloaded 39 times.
中文摘要
隨著台灣正式加入WTO,菸酒專賣條例在民國九十一年元月一日同時廢止,國外的競爭對手不斷湧入,國內也全面開放酒類產製,造成菸酒市場空前激烈之競爭。面對外部環境如此大的變化,失去菸酒專賣保護傘後的台灣菸酒股份有限公司營業額大幅滑落,如何提升組織經營績效實為當前全體員工最關切課題。
本研究針對台灣菸酒股份有限公司員工施以問卷調查,希望藉由了解員工對於公司「組織變革」(民營化)支持態度、「全面品質管理」及「組織經營績效」認知程度的差異,探討現階段下,台灣菸酒(股)公司應採「組織變革」途徑或確實導入「全面品質管理」,方能有效提昇「組織經營績效」?
本研究所得之主要結論如下:
1.「組織變革」對「組織經營績效」無顯著關係。
民營化產生的利益及員工對民營化的憂慮,並無法激勵或督促員工去改變既有的組織文化,創造工作價值,進而提升組織經營績效,。
2.「全面品質管理」對「組織經營績效」有顯著關係。
台灣菸酒(股)公司現階段要提升組織經營績效,應確實導入「全面品質管理」。
3.「全面品質管理」 對「組織經營績效」雖呈現顯著正相關,但對不同屬性的員工所關切的構面都呈現顯著的差異性存在。
本研究在管理實務上的建議:
1.應暫緩民營化期程,先確實導入「全面品質管理」,建立公司「核心競爭力」,提升組織經營績效。
2.進行組織變革,應及早制定新陳代謝的人力規劃,並做好溝通與權益保障,以避免民營化過程中員工抗拒變革。
3.台灣菸酒(股)公司是一個很有潛力的公司,要改造的是員工的心,如何讓員工從「心」做起,創造工作的價值,應是管理階層努力的方向。
Abstract
In order to correspond with the negotiated requirements in Taiwan’s bid to join the WTO and to satisfy the trend of economic liberalization, the government of Taiwan has deregulated tobacco and wine monopoly system by abolishing the “Provisional Rules on Tobacco and Wine Monopoly in Taiwan Province” on Jan 1, 2002. With Taiwan’s deregulating imports of alcohol and tobacco products, increasing number of foreign rivals have entered our local market and led the field of wine & tobacco to fierce competition. Encountering drastic external change and losing the protection of monopoly system, Taiwan Tobacco and Liquor Corp. suffered sharp decrease in revenue. Currently how to promote organizational operating performance is the most important issue.

This study targets on how the staff of Taiwan Tobacco and Liquor Corp. react to the current plight and challenge by issuing questionnaires to them to evaluate the differentia of employees’ attitude toward “organizational change,” “total quality management,” and “organizational operating performance.” Besides, this study also focuses on the measures that should be adopted by Taiwan Tobacco and Liquor Corp. to promote organizational operating performance. This company should make fundamental organization changes or conduct total quality management to reach their goal.
The conclusions of this study are presented as follows:
1. “Organizational change” has no significant connection with “organizational performance.”
Both the benefit from reorganizing company into a private enterprise and the employees’ anxious reactions toward organizational changes have no effect on inspiring or challenging staff to change the organization’s culture, to create their own work value, and to promote organizational operating performance.
2.“Total quality management” has significant and positive relationship with “organizational operating performance.”
In order to promote organizational operating performance, it is compulsory and essential that Taiwan Tobacco and Liquor Corp. conduct “total quality management.”
3.“Total quality management” has positive relationship with “organizational operating
performance.” However, the degrees of concern about the variable topics vary greatly among employees of different ranks and positions.
Suggestions in practical management:
1.Postpone the speed of privatization. At first, the organization should thoroughly conduct “total quality management,” establish “the nuclear competition,” and improve the organizational operating performance.
2.In order to avoid employees’ resistance during the process of “organization change,” it is necessary to plan the circulation of man power in advance, to communicate with employees, and to protect the staffs’ privilege.
3.Taiwan Tobacco and Liquor Corp. is a company with great potential. It is very important for the management level to improve the efficiency by changing employees’ mindset. How to inspire employees to work hard from mind and to create their own value are directions that are worth the high-level management’s pursuit.
目次 Table of Contents
摘要……………………………………………………………………………… I
Abstract………………………………………………………………………… II
誌謝詞…………………………………………………………………………… III
目錄……………………………………………………………………………… VI
表目錄……………………………………………………………………………VIII
圖目錄…………………………………………………………………………… XI
第一章 緒論…………………………………………………………………… 1
第一節 研究背景與動機……………………………………………………… 1
第二節 研究目的……………………………………………………………… 2
第三節 研究範圍與流程……………………………………………………… 3
第四節 研究限制……………………………………………………………… 5
第二章 文獻探討……………………………………………………………… 6
第一節 組織變革……………………………………………………………… 6
第二節 全面品質管理………………………………………………………… 26
第三節 組織經營績效………………………………………………………… 37
第三章 研究方法……………………………………………………………… 40
第一節 研究架構……………………………………………………………… 40
第二節 研究假設……………………………………………………………… 41
第三節 研究構面操作性定義與衡量………………………………………… 45
第四節 資料處理與分析方法………………………………………………… 49
第四章 資料分析與討論……………………………………………………… 49
第一節 資料收集……………………………………………………………… 49
第二節 樣本特性分析………………………………………………………… 50
第三節 信度與因素分析……………………………………………………… 56
第四節 個人變項在組織變革、全面品質管理與經營績效之差異性分析… 63
第五節 相關、迴歸分析與結構方程式路徑分析…………………………… 77
第五章 結論與建議…………………………………………………………… 93
第一節 結論…………………………………………………………………… 93
第二節 建議…………………………………………………………………… 97
附錄一 參考文獻………………………………………………………………… 99
附錄二 研究問卷…………………………………………………………………108
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