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  • 學位論文

小型建築師事務所經營策略研究-以開業初期為例

Study of Business Strategies for Small Scale-Architect Firm on Early Phase

指導教授 : 曾惠斌

摘要


台灣已步入已開發國家,公共及私人建築案量日漸下滑,隨著建管法令的完備與建築產業的發展,建築師傳統較單純的設計監造執業型態漸漸改變。近年建築師高考每年穩定錄取,形成案件減少,執業人數增加之情形,競爭環境更加激烈。台灣經濟為淺碟經濟,大型及聯合建築師事務所較少,5人以下的執業建築師佔開業建築師近7成,5人以下的組織規模在企業分類上屬於中小企業。由於建築師事務所屬於個人執業非公司型態,普遍缺乏企業經營管理的觀念與技巧,導致事務所經營忽視公司化的組織運作能力及長期發展的策略執行。小型事務所在缺乏企業化經營管理下普遍有獲利不佳的情況,間接造成員工薪資福利較差、人員流動率高、專業技巧無法持續修正與精進,更無法做到傳承與活用。建築師事務所為專業服務業,在人員流動率高,經驗無法累積的情形下,事務所經營形成一個向下的負向循環。依據研究顯示事務所開業初期普遍財務狀況不佳,人均產值低於一般業界標準。且開業初期因為業務少、專業技術未達全面成熟,通常為小型事務所的規模,規模小加上財務狀況不佳使得事務所在經營層面更加辛苦。因此小型事務所在開業初期若缺少好的機會事務所難以翻身。基於專業責任、設計品質及業務經營三個層面可得知事務所長期經營之必要性,為避免開業初期因缺乏經營管理觀念與策略導致無法順利經營。故本研究透過對於企業管理理論與經營策略的研究運用至建築事務所經營,再透過實際訪談了解小型事務所經營現況。後續採用SWOT分析法了解小型事務所經營的優劣勢,並研擬出適合小型事務所的經營策略。經營策略共分為外部運用與內部提升兩個方向共九個事業經營策略。外部運用主要是尋求外部資源為主,內部提升是以事務所本身的內部能力提升產生新的競爭力為主。外部運用有垂直整合、水平整合、同業聯盟、異業聯盟及工作外包等5種。內部提升有多角化、差異化、集中化策略及市場發展等4種,共計9種策略。此9種策略在經由實際訪談得出以下結論:台灣為淺碟經濟市場有限單一策略可能無法面對市場的變化,應該要採取以上複合化的策略方能長久經營。但不論是同業、異業的聯盟或是垂直、水平整合等須對外合作策略已是生存的必要條件,因此未來小型建築師事務所之主持人必須面對與人合作、如何合作、合作如何順遂已經是未來建築師必備的職場專業技能之一。

並列摘要


Taiwan has entered the developed country, the number of public and private construction activities are declining. With the completion of the construction laws, regulations and the development of the construction industry, the typical work of architects’ design and site supervision practice is changing. Recent years, the building construction climate has been difficult and competitive, while the charted architects has increased and has relatively made construction cases getting less. Taiwan economy as a thin market economy, large scale or partnership architects firms are relatively less. Small scale firms which has people of 5 or below are nearly 70 percent of the total registered architect firms. (Which is classified to small and medium size enterprises.) As the architect firms are usually executed as individual practice rather than a company type, it still needs the concept of business management and managing skills. Individual practice usually led to a lack of corporate management in its operation and a long-term development strategy implementation. Small scale firms that are lack of corporation management has generally low profit, indirectly causing low wage of employees, increasing the personnel turnover rate, and its professional skills and knowledge can not be revised, refined or inherited. As architects firms provide professional services in the industry, its operations are turning downwards to a negative cycle base on above reasons. According to the research, it shows that in general, the newly funded firms have underperformed finance with lower value per capita output than the standard. Due to the limited running projects and professional knowledge is not fully mature in the early operational stage, it is even harsh for its management. Therefore, if small architect firms are lack of the positive opportunities in the funding stage, it is difficult to reverse the above circumstance. In order to avoid the failure that caused by the lack of the executive management and strategies, we could understand the necessity for long-term management based on the three aspects, such as legal responsibility, design quality and business management. Therefore, through the study in enterprise management theory and business strategy, it is implemented to architect firms’ operation, and together with the interviewing the small firms’ actual operation. Followed by SWOT analysis, understanding the strength of small firms operating crisis and developed a long-term strategies that suit small firms, business strategy is divided into external use and internal promotion with total of nine management strategies. External utilization is mainly to seek external resources, internal promotion is to enhance its abilities to the new competitiveness. External utilization includes the vertical integration, horizontal integration, industry alliance, industry alliance and job outsourcing. Internal promotion includes the diversification, differentiation, centralized strategy and market development. Total are 9 kinds of strategies. The nine strategies in the actual interviews to draw the following conclusions: Taiwan as a thin market economy with its limitation, having single strategy may not be able to face the changes of market, rather, it should take the multiple strategies above for long-term. Whether it is the same industry, heterogeneous alliance or vertical, horizontal integration, etc. to foreign cooperation strategy is a necessary direction for survival. So having the cooperation with people, how to cooperate, and how to smooth cooperate are the future that small architects firm must face. It is the vital skills for the architects in its future workplace. Keywords: architect, architect practice environment, small architect firm, business strategy, management

參考文獻


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