縣市政府教育局組織文化與組織效能關係之研究

The Relationship between Organizational Culture and Organizational Effectiveness in the County/City Education Bureaus

林朝夫(Chau-Fu Lin)

指導教授 ： 吳清基 ； 謝文全

國立臺灣師範大學/教育學院/教育學系/博士(1999年)

摘要

論文摘要
本研究旨在探討縣市政府教育局組織文化與組織效能之關係，以瞭解整體教育局的組織文化和組織效能，剖析教育局人員不同背景變項和不同環境變項在教育局組織文化和組織效能上的差異情形，並進一步探尋教育局組織文化對組織效能的預測力。析而言之，本研究的目的有：（一）探討組織文化與組織效能的意涵及其關係。（二）探討教育局的組織文化與組織效能的現況。（三）探討教育局組織文化與組織效能的關係。（四）根據研究結果，提出改善教育局組織文化與組織效能之建議。
本研究兼採文獻探討法、問卷調查法以及訪談法。依據研究目的、待答問題及文獻探討，編製「縣市政府教育局組織文化與組織效能研究調查問卷」，然後依教育局現有人員進行普查。以台灣省二十一個縣市政府教育局現有人員七百一十二人為調查研究對象，進行問卷調查，回收有效問卷五百五十一份，可用率77.39﹪。調查結果經由t考驗、單因子變異數分析、積差相關、逐步多元迴歸以及典型相關等統計方法，進行資料分析與考驗研究假設。並依據訪談大綱，實施訪談。根據問卷調查及訪談結果，獲得下列的主要發現和結論。本研究的主要發現有八項：（一）整體教育局組織文化類型為統合型文化。（二）整體而言，各縣市政府教育局組織效能均良好，其中以適應性效能較好。（三）各教育局組織文化類型只有向度的差別，沒有程度的差異。（四）教育局組織效能只有層面的不同，沒有程度的差異。（五）教育局的組織文化和組織效能呈現顯著的相關，現有文化與組織效能較具相關性。（六）不同教育局人員背景變項及教育局環境變項，在組織文化的價值判斷比實際運作的認知，差異較大。（七）不同教育局人員背景變項在組織效能上有顯著差異，教育局環境變項在組織效能上無顯著差異。（八）教育局組織文化對組織效能具有預測作用。本研究的結論有八項：（一）組織文化與組織效能為當代組織理論研究的重心，對縣市政府教育行政組織而言，有其價值性和實用性。（二）教育局組織文化與組織效能間具有密切的相關。（三）組織文化競值途徑研究模式適用於在縣市政府教育局組織文化與組織效能關係之探。（四）整體教育局組織文化類型屬於統合型文化，各教育局組織文化類型亦趨向統合型文化。（五）教育局人員對現有文化的價值信念上，以教育相關研究所組較高；對現有文化的實際知覺上，以男性人員較佳。（六）目前各教育局的組織文化類型大同小異，大部分屬於統合型文化。（七）目前各教育局的組織效能層面並無顯著的差異，大部分屬於較佳的效能。（八）目前教育局正轉型為活力型的組織文化。
依據文獻探討、調查研究、訪談結果與上述研究發現以及結論，分別從教育部、教育局以及未來研究等三方面提出建議，俾供我國教育部、縣市政府教育局及將來進一步研究的參考。
（一）對教育部的建議：1.成立「組織效能研究小組」，從事教育行
政機關組織效能的研究。2.辦理「全國教育行政機關組織效能評鑑」，以瞭解教育行政機關組織效能的實況。3.辦理「教育行政人員效能訓練」研習，以提昇教育行政的品質。4.領導者宜主導文化的發展，並強化「文化學習」的效果。5.調整教育局的組織結構，俾以建構優質的組織文化。
（二）對教育局的建議：1.將教育局建構成統合型的組織文化，俾
利提昇教育局的整體組織效能。2.將教育局建構成學習型組織，俾利組織文化的發展。3.長程規劃並推動教育局人員專業成長方案，以提高教育行政人員的專業素養。4.教育局人員宜建立正確的價值信念和實際知覺，以提昇組織效能。5.教育局長宜改變領導的作為，發揮「組織人」與「文化人」的角色職能。
（三）對未來研究的建議：1.研究方法宜具有統合性。2.研究內容宜
具有整合性。3.研究設計宜具有多樣性。4.研究時間宜具有長期性。5.研究目的宜具有實用性。

關鍵字

組織文化 ； 組織效能

並列摘要

The Relationship between Organizational Culture and Organizational Effectiveness in the County/ City Education Bureaus
Abstract
This research intends to explore the relationship between organizational culture and organizational effectiveness of the County/ City Education Bureaus in Taiwan. It aims to analyze the diversification of organizational cultures and of effectiveness on the basis of personnel background and environments in the Education Bureaus, and furthermore, to disuss the predictability of organizational culture to organizational effectiveness. Therefore, the purposes of this study are: 1. to define “organizational culture” and “organizational effectiveness”, and the relationship between the two, 2. to study the present situations of organizational culture and organizational effectiveness of the County/ City Education Bureaus, 3. to explore the relationship between organizational culture and organizational effectiveness of the County/ City Education Bureaus, 4. to provide suggestions of improving organizational culture and organizational effectiveness for the County/ City Education Bureaus.
The methods of documentary analysis, questionnaire and interview are adopted. A questionnaire on organizational culture and organizational effectiveness of the County/ City Education Bureaus” was designed and conducted. There were 551 usable responses 77.39% rated as acceptable samples from the 712 target members in the 21 County/ City Education Bureaus of Taiwan. Statistical analysis of test of T-distribution, one-way ANOVA, product-moment correlation, stepwise multiple regression and canonical correlation were applied to data analysis and research hypothesis testing. In addition, interviews were also proceeded.
The main findings of this research are as follows: 1. The organizational culture in the Education Bureaus is of the integrated type. 2. The organizational effectiveness of the Education Bureaus is mostly nice, especially in term of adaptability. 3. Organizational culture in each County/ City Education Bureau shows diversification only in aspect, but not in extent. 4. Organizational effectiveness of each County/ City Education Bureau differs only in dimension, but not in extent. 5. Significant correlation exists between organizational culture and organizational effectiveness in County/ City Education Bureaus, especially the one between present culture and its effectiveness. 6. The variation of personnel background and the environment of the Education Bureaus cause more difference in value judgements than in practicability comprehension. 7. The variation of personnel background causes significant difference in organizational effectiveness; however, the variation of the environment of the Education Bureaus shows little difference. 8. Organizational culture of the Education Bureaus has predictability to its organizational effectiveness.
The conclusions the present research reaches are as follows: 1. Being the focus of researches on organizational theories, organizational culture and organizational effectiveness prove its values and practicality for the education administration in the County/ City government. 2. There is significant correlation between organizational culture and organizational effectiveness in Education Bureaus. 3. Competing values approach has its applicability in studying the relationship between organizational culture and organizational effectiveness of the County/ City Education Bureaus. 4. The organizational culture of the Education Bureaus as a whole is of the integrated type and each individual bureau also tends to be of the integrated type. 5. Personnel with education-related or relevant background have higher value of organizational culture of the Education Bureaus. Male colleagues have better practicability comprehension. 6. Currently there is no significant difference among the different types of organizational culture in each County/ City Education Bureau. 7. Currently there is no significant difference among the dimensions of organizational effectiveness in each County/ City Education Bureau. 8. The Education Bureaus are more liveliness into its organizational culture.
The following suggestions are made for references of the administration, the County/ City Education Bureaus and further studies as well.
1. For the administrations: (1) An “organizational effectiveness research squad” should be set up to study the organizational effectiveness of the administration, (2) A national evaluation of organizational effectiveness should be designed and conducted to get a census of the present situation, (3) Seminars on effectiveness training for administrative personnel should be held to improve the administrative quality, (4) The authorities are recommended to conduct culture development programs so as to elevate the effects of cultural learning. (5) The organizational structure of the Education Bureaus is to be adjusted to develop finer organizational culture.
2. For County/ City Education Bureaus: (1) To enhance the effectiveness, Education Bureaus are supposed to construct the integrated type of organizational culture. (2) Education Bureaus should adapted themselves to learning organizations in order to facilitate the development of organizational culture. (3) Programs of in-career training for the personnel the Education Bureaus should be designed to elevate the professional quality. (4) Proper values and faiths should be cultivated for the personnel of the Education Bureaus to promote organizational effectiveness. (5) The authorities concerned of the Education Bureaus should adjust their leading style to serve both the organizational and cultural role capacities.
3. For future further studies, special attention should be paid to: (1) the integration of research methodology, (2) the comprehensiveness of research contents, (3) the multiplicity of research design, (4) the continuity of research period, (5) the practicability of research purposes.

並列關鍵字

Organizational Culture ； Organizational Effectiveness