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| 題名: | 地方政府推動學習型組織與組織行政績效關聯性之研究－以嘉義縣政府為例 |
| 其他題名: | RESEARCH ON LOCAL GOVERNMENT LEARNING ORGANIZATION IN ASSOCIATION TO ORGANIZATION ADMINISTRATION EFFECTIVENESS |
| 作者: | 馬紀維
MA, CHI-WEI |
| 貢獻者: | 管理研究所
陳孟修
Chen Meng-Shiou |
| 關鍵詞: | 人格特質;組織文化;學習型組織;學習型組織 |
| 日期: | 2002 |
| 上傳時間: | 2015-05-27 13:40:25 (UTC+8) |
| 摘要: | 二十一世紀是知識的世紀，是智價經濟的時代，靠腦力、智慧、創意與知識資本競爭的經濟體將成為主流，它將帶來充滿變數的挑戰，同時也創造組織競爭的新契機。所以在未來的社會，組織最關鍵的經濟資源是知識。誠如彼得．聖吉(Peter M Senge，1995)曾說：未來真正出色的組織，將是能夠設法使各階層人員全心投入，並有能力不斷學習的組織，國內學者孫本初（1997）亦認為一個高績效的組織必須是一個學習的組織，他認為學習型組織能迅速因應環境變化且能從激烈競爭的挑戰中生存、發展。因此，擁有學習能力且能因應環境變遷、不斷創新突破的「學習型組織」，已成為政府部門尋求及發展最佳的行政革新方案。 本研究旨在探討公職人員在組織學習過程中的認知態度和現況，並深入了解前因變項之人格特質、組織文化是否對於「學習型組織」推動有所影響。以及「學習型組織」對於「組織行政績效」之關聯性。期望藉此研究，提供政府機構建立學習型組織方案的參考，以提升其人員素質，提升政府行政效能。 本研究以「問卷調查法」為主要之研究工具，以嘉義縣政府員工為問卷對象，問卷設計係參考現有文獻資料，儘量採用已編制成的問卷，以期累積研究成果。倘有不足，則輔以自行設計編制，以為補充。 問卷內容除基本變項外，另包括「人格特質」、「組織文化」、「學習型組織」、「組織行政績效」等四部份。所得資料經輸入電腦，以SPSS for Windows 作為資料分析工具，進行基本資料統計，信效度檢定與研究假設之檢定。 本研究得到結論如下： 1.基本變項於各研究構面上之差異比較個人基本變項於人格特質、組織文化、學習型組織、組織行政績效等研究構面上之差異情形，經分析發現：部門、職務等基本變項於各研究構面上無顯著之差異，餘性別、年齡、學歷、服務年資等基本變項於各研究構面上有顯著之差異。 2.學習型組織現況分析經研究分析，嘉義縣政府在學習型組織實際情形方面，皆呈現出偏向普通，依Tobin所述能判斷嘉義縣政府組織在程度上並非是學習型組織，仍是典型之科層組織。 3.各研究構面之關係 （1）「人格特質」與「組織文化」呈高度正相關。 （2）「人格特質」與「學習型組織」呈中度正相關。 （3）「組織文化」與「學習型組織」呈高度正相關。 （4）「學習型組織」與「組織行政績效」呈高度正相關。 根據以上結論，本研究提出建議如下： 1.改變組織文化 文化有如一股強大的力量，深深左右成員的價值觀、態度以及行為，而且在我國的傳統觀念中，政府官僚型文化一直讓人有管制過多，組織缺乏創新力與靈活應變能力等等不良之文化存在，因而影響民眾與之互動關係，也影響「學習型組織」方案之推動。職此，必須跳脫傳統的觀念，改變組織文化，建立有創新、有活力、支持型的文化，唯有如此，才能成功的推動「學習型組織」。 2.營造學習型組織 （1）建立共同的願景。 （2）定期舉辦有關學習型組織專業知能之教育訓練與研習活動，增進成員對營造學習型組織、組織行政績效的了解與運用能力，設置學習資源中心，推動組織內各類讀書會。 （3）營造學習環境、塑造成員學習文化。 （4）培訓具備「五項修練」領導人才，藉由組織管理達到組織學習的功效。 3.對未來相關研究的建議。
Knowledge power is the primary economic drive in the 21st century. Counting on mental power and creative mind, organizations will compete in a whole new battlefield, which is going to create both uncertainty and opportunity for its participants. Those who control the source of knowledge hold the key to success. Peter M. Senge’s (1995) saying, “An outstanding organization engages all its workers and constantly strives for learning,” has been echoed by Pen-chu, Sun, who emphasize that constant learning is a key to sense the ever-changing market tastes to therefore survive and develop out of the fierce competition. In conclusion, the characteristics of ‘Learning Organization’─to possess the ability to learn, to adapt to the constant changing environment, and to create─have become the most promising resolution to the government to seek for the revolutional change and development. This research aims at investigating the governmental staff ‘s cognitive attitudes and revealing their present circumstances during the process of learning. Then, it will probe in depth the effect of personality variables and organization culture on the promotion of ‘Learning Organization.’ Finally, this paper will examine correlative relationship of ‘Learning Organization’ on ‘Organization Administration Effectiveness”. The findings of ‘Learning Organization’ were expected to contribute to the government to promote service quality in terms of personnel and administrative effectiveness. This research adopts ‘Questionnaire Survey Method’ as the primary tool to obtain raw data. A questionnaire of previously designed format is adopted to maintain the unity and quality of research findings in this related field, and thus the accumulated results can be promised. Any insufficient items will be supplemented by self-designed format. The subject of study is Chiayi County Government. The items surveyed include ‘personality variables’, ‘organization culture’, ‘learning organization’, ‘organization administration effectiveness’, and other basic variables. The data obtained will be computerized and analyzed by a digital program called ‘SPSS for Windows’ to verify the hypothesis. The research comes to the following conclusion: 1. Differences on surface based on some of the basic variables: Comparing the differences on surface based on individual personality variables, organization culture, learning organization, and organization administration effectiveness yields the results that department and duty variables did not cause any surface differences. Other variables such as gender, age, educational background, duration of service did contribute to surface differences. 2. Analysis of present circumstances for learning organization: According to the analysis, Chiayi County Government did not conform to the requirements of learning organization. In practice, the administrative performance of Chiayi County Government is rated average. According to the statement proposed by Tobin, we may reasonably conclude that Chiayi County Government, to certain extent, conform to typical ‘bureaucratic organization’ instead of ‘learning organization’. 3. Other correlative relationships: a. ‘Personality Variables’ are highly positively correlated to ‘Organization Culture.’ b. ‘Personality Variables’ are moderately positively correlated to ‘Learning Organization.’ c. ‘Organization Culture’ is highly positively correlated to ‘Learning Organization.’ d. ‘Learning Organization’ is highly positively correlated to ‘Organization Administration Effectiveness.’ The research findings suggest the following resolutions: 1. Organization Culture Reform Organization culture rooted deeply inside the office workers may constantly act upon the workers’ value systems, attitudes, and behaviors thereby influencing their administrative effectiveness. Moreover, the bureaucratic culture of this context sets constraints on its organizations, causing the organizations to lose creativity and flexibility to deal with the changing world and ultimately influencing the positive interaction between the government and the civilian. Needless to say, this also has effect on the execution of “Learning Organization.” To free from the shackles of bureaucratic culture, organizations must undergo an organization culture reform to rejuvenate a culture of creativity, energy, and support. Only then will the ‘Learning Organization’ be successfully executed. 2. Building a ‘Learning Organization’ a. Building corporate vision. b. Offering professional training on ‘Learning Organization’ to cultivate workers professional status and enhance organization administration effectiveness. c. Developing a resource facility to promote the atmosphere of organizational learning. d. Providing ‘Fifth Disciplines Training’ to cultivate leaders to efficiently attain the ultimate goal of ‘Learning Organization.’ 3. Proposal for future research. Keywords: Personality variables, organization culture, learning organization, organization administration effectiveness. |
| 顯示於類別: | [企業管理學系(管理科學碩/博士班,非營利事業管理碩士班)] 博碩士論文-管理科學碩博士班
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