| 摘要: | 天主教善牧修女會於1987年應天主教台北教區賈主教的邀請，來台接管全台第一個民間經營的少女庇護所『德蓮之家』，以後成立天主教善牧社會福利基金會，其間組織在服務及結構方面之變遷乃本研究的旨趣。本研究採質化個案研究，以「新制度論」、「資源依賴論」二個組織理論的指引，針對組織由少女中途之家發展為目前的多元化服務領域之經驗現象，分析影響組織回應制度環境要求時在服務及結構方面的變遷，又，基於宗教性社會福利組織應有其特殊使命，故研究時特別檢視組織源於宗教特性作為服務依據的服務精神，在組織變遷過程中產生的影響及面臨的挑戰。 本研究參考Wong & Millette（2002）的組織變遷框架作為研究架構，在組織內部因素以二大部份分析：第一是服務變遷，分別探討服務對象與技術、型態；第二是結構變遷，以人員、部門、組織文化及組織間關係等各不同子題分析。在外部因素分別以公共政策、社會需求、資源網絡及社會工作專業等不同子題，探討對組織的影響及組織的回應策略等。 研究結果劃分出天主教善牧基金會服務的發展共分四個時期：觀察期（1987∼1991）、萌芽期（1992∼1996）、發展期（1997∼2002）、穩定期（2003年以後）。這四個時期乃因服務過程中不斷地因應個案需求，由觀察期起逐漸建立婦幼庇護、青少年庇護與外展、花東區原住民外展等三條發展路線，至2003年後穩定的發展為三大領域：青少年服務、受暴婦幼、家庭社會工作。在服務技術上借用國外的經驗，並藉文字與有聲媒體對社會大眾提供教宣導工作，來建構服務所需的制度環境。由於天主教、善牧修女會、善牧基金會的鑲嵌關係，源於宗教教義及服務精神所形成的組織文化不但影響服務變遷，也影響員工對組織的認同甚至個人人際關係，但隨著組織壯大，如何將服務精神有效的傳達且實踐於各地服務中心成為組織的挑戰。 在結構變遷方面發現，組織各階段不同的法人性質與董事會運作配合法令規定，因而具使用資源的合法性。在結構的管理，大量借用國外善牧修女會的模式因此集結組織取得資源時的足夠力量，其中公部門是重要的資源供應者，但公部門的科層體系在結構慣性下也趨動組織架構的變遷。除公部門與天主教會佔組織間關係的重要角色以外，董事會成員的連結、執行長參與相關的公共政策等都強化組織間關係，並因而促進資源的取得。組織科層結構經不同階段的分化使權責明確，也強化資源取得，科層分化完成後突顯各地服務中心領導者的重要性。 就此，本文認為影響天主教善牧基金會之組織變遷除了外在力量以外，包括領導者與員工所持的信念也是影響變遷的關鍵；另外，變遷的影響源具多元化的特性，且因組織同時處於不同的組織域使變遷的型態也具有多元化特色。
The Good Shepherd Sisters came to Taiwan in 1987 at the invitation of the Archbishop of Taipei to take charge of “Te-Lian Girls Home,” the first privately-run halfway homes for girls, and established Good Shepherd Social Welfare Services. The purpose of the study was to recognize its change from both service and structural aspects. By applying New Institutionalism and Resource Dependence Theory, this qualitative case study aimed at analyzing the service and structural transition in the organization as its response to the institutional environment from halfway homes for girls to diverse services at present. The study, furthermore, examined the influence on Good Shepherd Sisters and challenges it came to face as its specific orientation of being a religious social welfare organization to commit to service.Based on Wong and Millette’s framework of organization change (2002), the study analyzed two internal factors in the organization. One is the change of service, including target service groups, techniques and genres; the other is the change of structure, from aspects of staff, departments, organizational cultures and interorganizational relationships to discuss individually. As for the external factors, public policies, social demands, resource network and social work were to discuss how they influenced the organization and how it responded to. The results of study identified four stages in Good Shepherd Social Welfare Services development: Observation (1987~1991), embryo (1992~1996), developmen (1997~2002), and stabilization (2003~). The phases were evolved by unceasing cases demands in the services. In the phase of observation, three approaches were gradually initiated in shelters for women and children, shelters for teenagers and their outreach, and indigenous people in Hualien and Taitung their outreach. In 2003, three domains were stably developed: Services for youths, residential care for abused women and children, and family social service. Applying overseas experiences in service techniques, the organization constituted its own institutional environment and provided texts and audio media to propagate its orientation in public. Due to the fact that Catholicism, the Good Shepherd Sisters and Good Shepherd Social Welfare Services were all embedded in religious doctrine and service spirit, the organizational culture have influenced not only the orientation of services but members’ recognition of the organization and ones’ human relations. However, along with the growth of the organization, a challenge of how to deliver its service spirit effectively and put into practice in each center came to face the organization to take. A finding in structural change was the legitimacy of using resources when the organization dealt with different corporations and directorate operation in accordance with regulations in each phase. As in structural management, most approaches copied the pattern of Good Shepherd Sisters abroad so to congregate sufficient power to obtain resources, in which the government was the important supplier. With its structural inertia, the bureaucracy of government also affected the organization structure nevertheless. In addition to the government and Catholic Church which played an important roles among the organizations, the linkage of members of board, executive chief’s involvement in public affairs, and so forth were all the factors reinforcing the organizations’ relationships and fostering the resource sustain. Through the division of phases, the organizational bureaucracy even clarified the duty and responsibility and so did reinforce the resource availability. With clear bureaucracy, it highlighted the importance of leaders in every service center. The study concluded that not only external factors but leaders and beliefs of staff influenced the organizational change of Good Shepherd Social Welfare Services. Moreover, the factors of change were various and so were the change styles that attributed to the different organizational fields. |
