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博碩士論文 etd-0725101-084706 詳細資訊
Title page for etd-0725101-084706
論文名稱
Title
功能式矩陣組織研發管理關鍵成功因素之探討
Key Successful Factors For R&D In Functional Matrix Organization
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
121
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
2001-06-13
繳交日期
Date of Submission
2001-07-25
關鍵字
Keywords
功能式矩陣研發管理
R&D management, functional matrix
統計
Statistics
本論文已被瀏覽 5690 次,被下載 8649
The thesis/dissertation has been browsed 5690 times, has been downloaded 8649 times.
中文摘要
矩陣式組織依理論而言,不但有利於保存及發展企業的核心技術更具有彈性應變的功能,是一個理想的研發組織,以往雖有許多相關研究,但絕大部份是以專案式或平衡式矩陣組織為研究對象,但仍有許多公司採用功能式矩陣組織。加上若企業間組成研發聯盟體系,共同開發新產品/新技術,其運作模式也將與功能式矩陣組織管理模式相同,因而引發了文本研究的動機。
本研究採用個案分析之定質的探索性研究,包含:相關文獻的整理探討、個案訪談與分析比較、最後歸納「功能式矩陣組織研發管理關鍵成功因素」。本研究得到以下結論:一個企業實施功能式矩陣組織專案研發時,必須具備下列條件:
一、 高階主管對於專案的支持與宣示:主管應明確宣示專案計畫的重要性,授權並支持專案主持人並要求功能單位提供配合。
二、 充分的資源:包含要有使專案能夠完成所需的人才、技術、經費及時間,而且要預留應變彈性。
三、 合適的專案計畫主持人: 專業能力、取得上司信任、獲得功能主管及專案成員配合努力的溝通能力及領導能力特別重要。
四、 具吸引力、明確的目標:專案目標要能滿足專案成員工作成就感,激發其動機。目標明確可避免在成果驗收時發生無謂的困擾。
對於專案執行方式本文也有四點建議:
一、 採用目標管理:專案執行期間授權由功能主管督導所屬完成預定計畫,計畫主持人專注於目標完成之品質、時程及所需經費。不僅可減少衝突之發生,計畫主持人也不必花太多時間在內部管理上,反而可以與客戶產生更密切的互動關係,有助於目標與成效之達成。
二、 有效的專案資訊系統:有效的專案資訊系統可提供書面的資料了解進度,並可確保品質及增進成員間對專案的了解。更可歸納整理提供有效的歷史資料。
三、 塑造專案團隊:專案成員若能融合在專案目標下,形成一個專案團隊文化,共識多、衝突少,專案工作更易於執行,專案主持人不需要組織正式賦予的指揮權也能使專案成員為達成目標積極努力。
四、 專案主持人具績效評議、分配權:專案成員對專案之貢獻,專案主持人應該比其他主管更了解。若專案主持人具有績效獎勵分配權,將更有利於促使專案成員對計畫盡心盡力。在功能式矩陣組織專案管理中,功能單位承擔分子項工作,也應負起分擔計畫績效的責任。因此專案主持人也應對於整個功能單位具績效評議權。
Abstract
ABSTRACT
In terms of theory, the matrix organization is not only beneficial to preserve and develop the core technologies of enterprise, is but also equipped with flexible functions. This is an ideal research and development organization. Though there are many relevant studies in this respect previously with project or balanced matrix organization as research target, yet many companies adopt the functional matrix organization. Besides the research alliance is formed among enterprises in jointly developing new product/new technique which operational model will be the same as management model of functional matrix organization. As a result this initiates the research motive.
This research adopts the exploratory research of case analysis including the compilation and study of relevant literatures as well as case interview, analysis and comparison, finally concludes “The Key Successful Factors of Research & Development Management in the Functional Matrix Organization”.
The following conclusions are obtained by this research: An enterprise implements the project research and development of functional matrix organization and must be equipped with the following conditions:
1. The high ranking supervisors support and manifest toward project: the supervisor should clearly manifest the project importance, authorize and support the project leader as well as request the coordination of functional departments.
2. Sufficient Resource: It includes the required professional personnel, technology, budget and time to complete the project, meanwhile the flexibility for counteraction has to be prepared.
3. Appropriate Project Leader: The leader has to be equipped with professional capability, trust from supervisor, especially communication ability and leadership to acquire the coordination of functional chief and project members.
4. Attractive and Definite Object: The project object has to satisfy the sense of achievement of project members, inspire their motives, while the definite object can avoid the unnecessary problems in the results valuation.
This article also submits the following suggestions on project execution method:
1. To adopt management by object: When the management by object is adopted. the functional chief supervises his subordinates to complete the preset project and project leader is focused on completed quality, schedule and required budget of object in the project execution period. As such the conflict occurrence can be reduced. Besides project leader doesn’t have to spend too much time on internal management; however the leader can generate more close interactivity with customers that is surely beneficial to achieve the object and performance.
2. Effective Project Information System: The effective project information system can provide the written data to realize the project progress, assure project quality, increase the project realization of project members as well as compile and provide the effective historical data.
3. To Build up Project Team: If project members can work together under project object and develop a project team culture with more awareness and less conflict, this surely facilitates the smooth implementation of project. As a result the project leader does not have to be formally authorized his commanding power from organization, still he is able to inspire its members to proactively work hard in attaining the object.
4. The project leader has the rights of evaluation and allocation: The project leader should be more aware of contributions from his members than other chiefs. If project leader has the performance reward allocation that will facilitate the members be fully dedicated to project implementation. In the project management of matrix organization, the functional department is responsible for sub-project work as well as responsibility of project performance. Therefore project leader should have the performance evaluation toward overall functional department.
目次 Table of Contents
第一章 緒論 1
第一節 研究動機 1
第二節 研究目的及方法 2
第三節 研究範圍與限制 4
第四節 本文架構 4
第二章 文獻探討 5
第一節 專案管理的定義與特性 5
第二節 專案管理的關鍵成功因素 11
第三節 矩陣式組織的定義 16
第四節 矩陣式研發組織的適用時機 26
第五節 矩陣組織的優缺點 30
第六節 矩陣式組織管理要點 34
第三章 功能式矩陣組織研發管理要因分析 44
第一節 功能式矩陣組織的定義 44
第二節 功能式矩陣組織的適用時機 45
第三節 功能式矩陣組織研發管理可能關鍵成功因素探討 46
第四章 個案研究 50
第一節 金屬中心矩陣管理方式 51
第二節 工研院機械所矩陣管理方式 63
第三節 精業股份有限公司矩陣管理方式 71
第四節 個案分析 75
第五節 功能式矩陣組織研發管理關鍵成功因素 88
第六節 本文結論與管理理論之比較 96
第五章 結論與建議 101
第一節 結論 101
第二節 對後續研究之建議 103
第六章 參考文獻 104
附件 111

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