組織功能重疊與高可靠度組織的設計：對當前政府改造的建議_

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題名：	組織功能重疊與高可靠度組織的設計：對當前政府改造的建議
書刊名：	中華行政學報
作者：	葉嘉楠
作者(外文)：	Yeh, Chia-Nan
出版日期：	2005
卷期：	2
頁次：	頁59-73
主題關鍵詞：	組織功能重疊；高可靠度的組織；常態意外理論；型一誤與型二誤；效率；Redundancy；High reliability organization；Normal accident theory；Type I and type II error；Efficiency
原始連結：	連回原系統網址
相關次數：	被引用次數:期刊(1) 博士論文(0) 專書(0) 專書論文(0) 排除自我引用:1 共同引用:0 點閱:53

組織功能重疊(redundancy)是指組織功能部分或全部重疊的機制、單位、或機關，其主要的目的在於增加組織的可靠度。機關可能犯下兩種決策錯誤：(1)執行錯誤的政策；(2)應該做出決策時卻不行動。通常要減少一種錯誤機率的代價就是要增加另一種錯誤的機率。由於機關資源通常有限，官僚無可避免的只能從兩種類型的錯誤中加以取捨。組織要改善其可靠度可以透過兩種方式：第一、系統策略：修改系統中單位的數目或單位在組織中的位置。第二、單位策略：在現有結構下增加每個單位的可靠度。提昇組織可靠度就看哪一個成本相較之下較低。流線型的組織減少機關功能的重疊可能會造成機關表現的失敗。政府進行的民營化或委託外包則可能會降低組織的可靠度。目前政府在追求效率的同時，它的代價就是機關犧牲了表現的可靠度及對民意的回應（課責）。

以文找文

Redundancy refers partially or completely overlapping mechanism, units, or agencies. The purpose of redundancy is to improve the organizational reliability. Organization could commit two types of mistakes: (1) implementing the wrong policy, (2) failing to act when action is warranted. The price to reduce one type of error is to increase another type of error. Due to the scarce resources, organization usually have to make tradeoff between two type of errors. There are two ways to enhance the organizational reliability: (1) system strategy: to adjust the numbers of units or positions of units, (2) unit strategy: to increase the reliability of units in the organization. Improvement of the organizational reliability depends on the cost of two strategies. Streamlined organization with reduced redundancy may cripple the organizational performance. Privatization or contracting out may reduce the organizational reliability. For the current authority the cost of pursuing efficiency is to sacrifice the organizational performance and the responsiveness (accountability).

以文找文

期刊論文
1.	Landau, Martin(1969)。Redundancy, Rationality, and the Problem of Duplication and Overlap。Public Administration Review，29(4)，346-358。
2.	Felsenthal, Dan S.(1980)。Applying the Redundancy Concept to Administrative Organizations。Public Administration Review，40(3)，247-252。
3.	Hammond, Thomas H.、Knott, Jack H.(1996)。Who Control the Bureaucracy?: President Power, Congressional Dominance, Legal Constraints, and Bureaucratic Autonomy in a Model of Multi- Institutional Policy-Making。The Journal of Law, Economics, and Organization，12(1)，119-166。
4.	Heimann, C. F. Larry(1995)。Different Paths to Success: A Theory of Organizational Decision Making and Administrative Reliability。Journal of Public Administration Research and Theory，5(1)，45-72。
5.	Landau, Martin(1991)。On Multiorganizational Systems in Public Administration。Journal of Public Administration Research and Theory，1(1)，5-18。
6.	Lerner, Allan W.(1986)。There Is More Than One Way to be Redundant。Administration and Society，18(3)，334-359。
7.	Sagan, Scott D.(1994)。Toward a Political Theory of Organizational Reliability。Journal of Contingencies and Crisis Management，2，228-240。
8.	Heimann, C. F. Larry(1993)。Understanding the Challenger Disaster: Organizational Structure and the Design of Reliable Systems。American Political Science Review，87(2)，421-435。
9.	LaPorte, Todd R.(1996)。High Reliability Organizations: Unlikely, Demanding and at Risk。Journal of Contingencies and Crisis Management，4(2)，60-71。
10.	LaPorte, Todd R.(1994)。A Strawman Speaks Up: Comments on Limits of Safety。Journal of Crisis and Contingency Management，2，207-211。
11.	Roberts, Karlene H.(1990)。Some Characteristics of One Type of High Reliability Organization。Organization Science，1(2)，160-176。
12.	Perrow, Charles(1994)。The Limits of Safety: The Enhancement of a Theory of Accidents。Journal of Crisis and Contingency Management，2(4)，212-220。
13.	Weick, Karl E.(1987)。Organizational Culture as a Source of High Reliability。California Management Review，29(2)，115-128。
14.	LaPorte, Todd R.、Consolini, Paula M.(1991)。Working in Practice But Not in Theory: Theoretical Challenges of High-Reliability Organizations。Journal of Public Administration Research and Theory，1(1)，19-47。
15.	Frederickson, George H.、La Porte, Todd. R.(2002)。Airport Security, High Reliability, and the Problem of Rationality。Public Administration Review，62，33-43。

圖書
1.	Simon, Herbert A.(1965)。The Shape of Automation for Men and Management。New York：Harper and Row, Publishing, Inc.。
2.	Arnold, Peri E.(1986)。Making the Managerial Presidency: Comprehensive Reorganization Planning 1905-1980。Princeton, NJ：Princeton University Press。
3.	Heimann, C. F. Larry(1997)。Acceptable Risks: Politics, Policy, and Risky Technology。MI：University of Michigan Press。
4.	Chisholm, Donald W.(1989)。Coordination Without Hierarchy: Information Structure in Multiorganizational Systems。Berkeley, CA：University of California Press。
5.	Perrow, Charles(1999)。Normal Accidents: Living with High-Risk Technologies。NY：Basic Books。
6.	Sagan, Scott D.(1993)。The Lim its of Safety: Organizations, Accidents, and Nuclear Weapons。Princeton：Princeton University Press。
7.	Perrow, Charles(1984)。Normal Accidents: Living with High-Rick Technologies。NY：Basic Books。
8.	Morone, Joseph、Woodhouse, Edward(1986)。Averting Catastrophe: Strategies for Regulating High Risky Technologies。Berkeley：Los Angeles：University of California Press。
9.	Perrow, Charles、蔡承志(2001)。當科技變成災難--與高風險系統共存。台北：商周。延伸查詢
10.	Knott, J. H.、Miller, Gary J.(1987)。Reforming Bureaucracy: The Politics of Institutional Choice。Englewood Cliffs, NJ：Prentice-Hall。
11.	Miller, G. J.(1992)。Managerial Dilemmas: The Political Economy of Hierarchy。Cambridge。
12.	Wildavsky, A. B.(1988)。Searching for Safety。New Brunswick, NJ：Transaction Publishers。
13.	Wilson, James Q.(1989)。Bureaucracy: What Government Agencies Do and Why They Do it?。Basic Books。

圖書論文
1.	Kettl, Donald F.(1993)。Public Administration: The State of tfie Field。Political Science: The State of the Discipline。American Political Science Association。
2.	Woodhouse, E. J.(1990)。Sophisticated Trial and Error in Decision Making About Risk。Technology and Politics。Durham：Duke University Press。
3.	Moe, Terry(1990)。The Politics of Structural Choice: Toward a Theory of Public Bureaucracy。Organization Theory: From Chester Barnard to the Present and Beyond。Oxford：Oxford University Press。

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