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題名:競值架構下領導型態、組織文化與組織效能之研究---以台灣地區技術學院為例
作者:孫瑞霙
作者(外文):Jui-Ying Sun
校院名稱:國立臺北大學
系所名稱:企業管理學系
指導教授:郭崑謨
古永嘉
學位類別:博士
出版日期:2002
主題關鍵詞:領導型態組織文化組織效能競值架構技術學院Leadership StyleOrganizayional CultureOrganizational EffectivenessCompeting Value FrameworkInstitute of Technology
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論文提要內容:
組織中存在著許許多多對立觀點並存的弔詭現象,組織相關議題亟需以兼容並蓄的思考觀點切入問題,競值架構即是一有效處理組織中各種現象的理論架構。本研究以競值架構探討國內技術學院校長領導型態、學校組織文化與學校效能的現況、關係,以及競值架構在國內的適用性;並依據研究結果,提出具體建議,幫助技術學院在改革及競爭環境中提昇學校效能。
本研究對技術學院教師共計發出1,350份問卷,有效樣本為443份,有效回函率為32.8%。分別以敘述性統計、單因子變異數分析、線性結構分析(LISREL)與集群分析等統計方法,對研究資料進行假設檢定。
本研究獲致如下之結果:(一)國內技術學院校長領導型態、組織文化與組織效能的現況方面:「目標取向」及「穩建保守」是目前技術學院校長所重視的領導型態;學校的組織文化多呈現出層級型文化;在各項組織效能指標的表現上,以「穩定控制」與「凝聚士氣」之績效表現最佳。(二)四種領導型態對不同的組織效能模式具有不同的影響程度;此外,四種組織文化層面亦對不同的組織效能模式具不同的影響程度。(三)技術學院之組織效能可區分為三個集群,在每一種效能指標上均表現傑出的集群,校長對於領導角色能均衡的運用,學校亦呈現出多元的組織文化。(四)目前技術學院校長對於領導角色的掌握可區分為三種構型;同時,校長對於領導角色的運用方式會影響學校的組織效能。(五)目前技術學院的組織文化亦呈現出三種構型;不同的組織文化構型對組織效能有不同的影響。
依據上述結果,本研究提出下列之結論與建議:技術學院之領導者普遍將焦點置於學校內部事務上,而忽略了人力資源的潛能以及學校整體的彈性適應與創新發展。競值理論架構正可提供學校領導階層不同的領導理念與思惟,提昇其思考層次。在技職教育日趨多元化的趨勢下,學校校長必須打破過去只求穩定控制的保守思想,以兼容並蓄之態度,通權達變的方式,採取多元與均衡的領導角色,積極營造多元價值觀的組織文化,以獲致優越且全面性的組織效能。透過自我診斷找出領導者領導型態、學校組織文化與組織效能之欠缺處,以及三者間之落差處,積極尋求改善之途徑,透過領導角色的調整、組織文化的營造以及組織效能的重新定位,增加其間的趨同程度。
Abstract
The concept of the paradox has received increasing attention in the study of organizational issues. The competing value framework is one of few that allows for an empirical test of some of the central ideas by the paradox perspective. The purpose of this study is to explore the relationship among the principals’ leadership style, school organizational culture and organizational effectiveness from the view of competing value framework.
The survey group of this study is composed of 1,350 teachers drawn from 45 institutes of technology in Taiwan. Total number of valid sample is 443 and the return rate of questionnaire is 32.8%. The methodology in statistic analysis adapted by this study includes:descriptive statistics, t-test, ANOVA, LISREL, and cluster analysis.
From the data of statistic analysis, the important findings can be briefly summarized as follows:(1) In terms of leadership style, principals of institute of technology has a tendency toward object-oriented style. (2) In terms of organizational culture, institutes of technology tend toward internal bureaucracy. (3) In terms of organizational effectiveness, the score of internal control and internal moral is higher than other measures. (4) The influence of each of four leadership styles on the effectiveness models is different. (5) The influence of each of four culture categories on the effectiveness models has significant difference. (6) The organizational effectiveness of institute of technology can be divided into three groups. The group that it is excellent in all of measures has the characters that principals are skilled in making use of all of eight leadership roles and there is diversiform culture in the schools. (7) The principals’ leadership style of institute of technology can be divided into three groups. Each of those groups has different effect upon the school organizational culture and organizational effectiveness. (8) The organizational culture of institute of technology can be divided into three groups. Each of those groups has different effect upon the organizational effectiveness.
Based upon these findings, some suggestions are made for the practical application. The results implicate that competing value framework could explain the operational situation of institute of technology in Taiwan and it could also bring the managers a new thinking direction and analysis. School manager should understand own leadership style and adjust properly, and the management should establish total organizational culture to promote school organizational effectiveness.
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