學校運動場館營運策略分析－以臺大運動休閒館為例

Business Strategy for the University Sports Area of National Taiwan University Sports Center

黃國恩(Kuo-En Huang) ； 林聯喜(Lien-Hsi Lin) ； 胡林煥(Lin-Huan Hu)

《臺灣體育運動管理學報》 17卷2期 (2017/12) Pp. 201-223

https://doi.org/10.6547/tassm.2017.0008

摘要

目的：本研究藉由臺大運動休閒館組織願景的釐清、透過SWOT的內外部分析後，建構營運策略地圖連結各策略目標的因果關係，最後依據臺大運動休閒館策略議題、策略目標，建構整體平衡計分卡的營運策略績效指標，期能提供正面積極的營運效益並奠定永續發展方向。方法：以文件分析、焦點團體座談、SWOT分析、德爾菲法，整合個案內部管理人員的意見與共識，以建立各項策略指標架構。結果：臺大運動休閒館營運策略包括有財務、顧客、內部流程及學習成長等4大構面；以及成本效益、形象聲譽、控管效率、創新傳承等4大策略議題，並向下開展組織健全、資源運用、創造營收、校園服務、社會服務、人事作業流程、設施管理流程、教育訓練及創新成長等9項策略目標，最後形成25項關鍵指標。結論：本研究所建構之臺大運動休閒館營運策略，其各項指標皆能與營運實務相互連結，其結果對於未來大學運動休閒場館營運發展的政策走向，提供了一個審慎的參考借鏡。在實務執行面上亦簡化策略性衡量指標數量，使組織可用資源能夠調合一致，保有持續性的競爭力。本研究所建構出營運策略的架構，後續仍須再使用回饋過程的系統化方法與決策統計分析，以取得校方最高決策者的參與和共識，進而建立更為一致性原則與權重的營運指標內涵，使能真實運用於實務並發揮最佳營運績效。

關鍵字

平衡計分卡 ； SWOT分析 ； 策略地圖 ； 績效指標

並列摘要

Purpose: To clarify the vision of National Taiwan University (NTU) Sports Center, we constructed operative strategy maps to determine the relationship between the cause and reason of its operative purpose. We subsequently constructed an overall balanced scorecard to provide positive operative benefits and establish guidelines for the sustainable development of the center. Methods: Documentary analysis and focus group interviews as well as Strengths, Weaknesses, Opportunities, and Threats (SWOT) analysis were used to integrate the comments and consensus of the center's internal management and establish an operative strategy and performance indicator structure. Results: For NTU's operative strategy, we determined four perspectives (financial affairs, customers, internal processes, and learning and growth), four issues (cost-benefit, reputation, efficiency management, and inheritance and innovation), and nine targets (strong organization, resource utilization, higher revenue, campus service, community service, human resources operation procedure, facility management procedure, employee training, and innovation growth). These concepts were summarized as the 25 keys of operative indicators. Conclusion: This study constructed an operative strategy to connect NTU Sports Center's operative indicators with its operative practice. The results provide guidelines and examples for operative development at other universities. In practice, simplifying the numbers of operative indicators could harmonize the resources and retain continuous competitiveness. The operative strategy structure established here requires reanalysis using systematical methods as well as statistical decision analysis to attain the consensus of the schools' highest decision makers. Furthermore, consistent principles and operative indicators should be put into practice to facilitate best operative performance.

並列關鍵字

balanced scorecard ； SWOT analysis ； strategy map ； performance indicators

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