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博碩士論文 etd-0428118-084052 詳細資訊
Title page for etd-0428118-084052
論文名稱
Title
企業基層主管領導力提昇之研究
A Study on Promoting Activity of Corporation Supervisors
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
52
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
2018-05-20
繳交日期
Date of Submission
2018-05-28
關鍵字
Keywords
績效評比、基層主管、領導力、目標設定與管理、管理的策略、管理的手段
Promoting Activity, Performance evaluation, Leadership, Supervisors
統計
Statistics
本論文已被瀏覽 5853 次,被下載 247
The thesis/dissertation has been browsed 5853 times, has been downloaded 247 times.
中文摘要
台灣面板業面對國際市場重重挑戰,對外有大陸、日本、韓國面板廠產能壓力,於內雖然沒有國家做後盾,資本市場也不支持的困境,但技術質量有競爭力、財務體質很健康,未來營收成長動力,要透過強化垂直整合來加值。企業核心競爭力除了生產機具設備、技術以外,更重要的資產是『人』,企業對員工的訓練計劃是什麼?要依『員工發展時空概念圖』對每一位員工在任職期間及不同職務有對應之發展空間。政策性課程之認證培育,依法令要求、客戶稽核…等,在訓練培育階段依不同職位,所發展出的品質課程、綠色產品課程以及法務…等課程。在專業培訓計畫中,依每位同仁所屬標準功能表中的職位,需參加業務行銷、技術研發、製造工程、品質工程、生產管理、經營管理之職位專業認證訓練。重點是我們要做得有競爭力,這個重要的串接橋樑就是『基層主管』,企業基層主管領導力提昇,對於企業如車之雙轅,缺一不可。
本研究係就台灣面板業者因應基層幹部的銜接落差、新世代員工的管理方式,
於領導力提昇的研究分成三個方向,分別為建立成功團隊(目標設定與管理)、指導(管理的策略與手段)、提升績效(績效的管理評核);本研究訪談問卷資料來自於群創光電股份有限公司,受訪者為企業內各個不同部門(研發、生管、製造、品管、儲運....等)基層主管46位,有效回收訪談問卷32份。
本研究探討現行企業組織文化的落實狀況,顯示基層主管都認同員工承諾度分數較低,相較表現在企業就會出現高離職率。目標設定(KPI)以SMART為原則,要有挑戰性,10~15%的成長,部屬可能覺得無感,30%的成長,部屬覺得有挑戰性, 50%的成長,基層主管可將目標分成幾個階段,讓部屬階段性完成任務。舊式管理思考─蘿蔔與棒子(強制性);新管理思維─帶人心(信任建立)、主管「說到做到」才是好典範。基層主管平日就應具體記錄員工狀況:情況/任務+行動方案+結果=具體表現。相對的工作價值與薪酬應由員工能力的價值,表現於績效的不同上來作評比。每一個夥伴都是企業版圖中的一片重要拼圖,基層主管的價值是讓每個人發揮最棒的潛能,讓人才在企業裡茁壯,為團隊帶來最佳的效率!
Abstract
Taiwan panel industry is facing heavy challenges from countries such as Japan,Korea and Mainland China which are rapidly stepping up their panel factories. Domestic panel industries, although not backed by the country and the capital market, the industries’technology quality has competitiveness, healthy financial nature, and has future revenue growth power strengthened through vertical integration adding to value. Except machinery, tool, and technology, the enterprise’ core competitiveness asset is the “People”. What will the enterprise’ training program for its employee be? It has to be based on the “development of employee’s space time concept map”, each employee’s tenure of work and different positions mapping the spacing time for progress.
Policy based courses attest cultivation according to the requirements of the law. These courses included efficiency audit, in-training and cultivation stage according to different positions, quality development, eco-friendly and sustainable products, legal counsel, customer auditing and the likes. Based on the standard function of each member, the professional training program needs to have in depth participation in business marketing, technology research and development, manufacturing engineering, quality engineering, production management, and management positions professional certification training. The significant focus should be in the employee’s competitiveness. This important series of bridges are the “Top level executives”. These corporate level executives enhancing leadership toward enterprises are like the shafts of a car which are indispensable.
This study is based on Taiwan panel industry in response to the convergence gap of its primary level staff and the management of the new generation of employees. The research on leadership improvement is divided into three directions, namely: the establishment of successful team (goal setting and management), guidance (management strategy capabilities), and performance improvement (performance management assessment); the research interview data came from InnoLux Electronics Co., Ltd., the respondents total 46 partners are from the various departments within the enterprise (R&D, business, manufacturing, quality control, storage and transportation) primary level executives, and 32 copies of effective exchanges of interview questionnaires.
This research study explores the implementation of the current corporate culture indicating that top level executives agree that employee commitment degree are low,
compared with the performance of high turnover rate in the enterprise. Target setting (KPI) is derived from SMART principle; having only 10 to 15 percent growth, subordinates may feel senseless; acquiring 30 percent growth, the subordinates may feel challenged; having as much as 50 percent growth, top executives may utilize the employee development and set a target into several stages, letting the subordinate progress in such stages.
Old management mindset is like a mandatory radish and sick (old Taiwanese expression). On the other hand, new management thingking focuses on leading its employees to establish trush through top level executives doing what they promised, being a good model, and providing good example. Primary level supervisors must record the particular situation of the staff on a regular basis; situation/task + action program + results = concrete performance. Relative work value and salary must be based on the ability and capability of each employee and through various ratings from performance evaluation. Every personnel is the domain of enterprise mapping layout, top executives core value is to let everyone develop their potential, so that the talent will grow steadfast in the enterprise, for the team to bring out the best productivity.
目次 Table of Contents
論文審定書…………………………………………………………………………i
公開授權書
誌謝…………………………………………………………………………………ii
摘要…………………………………………………………………………………iii
Abstract ………..………………………………………………………………..…v
目錄…………………………………………………………………………………vii
圖次…………………………………………………………………………………viii
表次…………………………………………………………………………………ix
第一章 緒論………………………………………………………………………01
第一節 研究背景與動機 ………………………………01
第二節 研究目的 ………………………………01
第三節 研究流程 ………………………………02
第四節 研究範圍與限制 ………………………………02
第二章 產業現況 …………………….………………………………………….03
第一節 面板廠產業現況 ………………………………05
第二節 員工發展時空概念 ………………………………06
第三節 基層主管認證培育 ………………………………07
第三章 文獻探討…………………………………………………………………09
第一節 E=MC2 公式探討 ………………………………09
第二節 員工接受價值改變落實模型 ………………………………11
第三節 基層主管應具備的心態觀念 ………………………………11
第四章 研究設計…………………………………………………………………12
第一節 研究結構 ………………………………12
第二節 研究模式 ………………………………12
第三節 研究方法 ………………………………16
第五章 實證分析…………………………………………………………………20
第一節 管理是一種心態、思考的轉變 ………………………………22
第二節 以基層主管三個重要構面轉換來分析企業的競爭力 ………23
第三節 由目標的設定來了解您在追求「過程」還是「結果」 ………24
第四節 由績效管理循環運作來達成工作目標 ………27
第五節 實證結果彙整 ………28
第六章 結論與建議………………………………………………………………30
第一節 結論…………………………………………………………………31
第二節 建議…………………………………………………………………32
第三節 管理意涵……………………………………………………………34
參考文獻……………………………………………………………………………37
附錄 問卷訪談大綱………………………………………………………………40
台灣學術研究倫理教育資源中心之「學術研究倫理教育課程」
修課證明(中文版) …………………………………………………………41
修課證明(英文版) …………………………………………………………42
參考文獻 References
 一、中文
. 趙必孝,2011,國際化管理-人力資源觀點,台北:華泰文化。
. 劉順仁,2006,管理要像一部好電影-靈活創造企業競爭力,台北:時報文化。
 二、英文
. Peter Drucker, The Effective Exccutive, 1966
. R.S. Kaplan and D.P. Norton , ” How to Implement a New Strategy without Disrupting Your Organization ? ” Harvard Business Review , March 1 ,2006 .
 三、網站
. 中國生產力中心,2017, 領導統御技能提升 https://store.cpc.org.tw/Train/Contents
. 群創光電 ,2017,人力資源/學習發展
http://www.innolux.com/Pages/TW/Careers/Learning_Development_TW.html
. https://www.managertoday.com.tw/columns/view/54718
. https://news.cnyes.com/news/id/4035283
. https://www.ettoday.net/news/20180206/1108635.htm#ixzz56PFEyYW8
. http://www.businessdictionary.com/definition/black-box.html
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