- 學位論文
非營利組織領導人的接班與傳承之研究
Research on Succession and Inheritance of Leaders of Non-profit Organizations
摘要
柯林斯在《從Ａ到Ａ＋的社會》提到：組織要達到卓越，應該把焦點放在「先找對人」的原則上—盡一切努力找對人上車，讓不適任的人下車，同時把對的人放在適當的位子上。一般非營利組織在「找對人」的人力資源規劃裡，著重的重點皆是在於「員工」，因為工作人員的素質及投入的程度不僅決定了組織的服務品質，甚至也直接影響了大眾對於組織的評價。但研究者認為「找對人」更重要也是容易被忽略的議題，在於組織領導人的「接班與傳承」。「沒有誰，是無可取代的。」對於領導者來說，要追求的不是自己的不可替代性，而是組織的可延續性。組織如何在領導人世代更迭的接班過程中安然的過渡，並且持續發光、發熱，邁向永續經營。 本研究為瞭解非營利組織領導人的接班與傳承，以臺灣非營利組織之社會服務及慈善團體為研究對象，主要訪談五位高階領導人（執行長、院長、主任），透過深度的質性訪談，探究受訪者自身接班的實務經驗。 本研究接班傳承的研究概念，分別以：Project & Preparation傳承計劃準備、Process傳承接班的過程、Progress傳承接班的進展，探討非營利組織如何進行領導人的接班與傳承。 本研究主要發現與結論歸納如下： 一、及早確認接班計畫，掌握影響因素 二、接班人選條件特質，幫助組織選才 三、組織重視人才發展，落實人才培育 四、透過工作職務輪調，豐富職涯資歷 五、適時啟動組織變革，完善組織制度 六、推動領導人任期制，隨時接班準備 本研究提出建議如下： 一、及早面對接班準備 二、系統培養接班人選 三、合理反應薪酬條件 四、堅定傳承組織使命
並列摘要
In "From Good to Great," Jim Collins emphasizes that for an organization to achieve excellence, it should focus on the principle of "first getting the right people on the bus"—making every effort to get the right people on board, letting the wrong people off, and putting the right people in the right positions. In general, nonprofit organizations focus their human resource planning on "finding the right people" by prioritizing "employees," because the quality and commitment of staff not only determine the quality of the organization's services but also directly influence public perception of the organization. However, the researcher believes that an even more important but often overlooked issue in "finding the right people" lies in the leadership succession and legacy within the organization. "No one is irreplaceable." For leaders, the goal should not be their own irreplaceability but the sustainability of the organization. How an organization navigates the succession process during leadership transitions and continues to thrive, aiming for sustainable development, is the focus of this study. This research aims to understand leadership succession and legacy in nonprofit organizations, focusing on social service and charitable organizations in Taiwan. The study primarily interviews five senior leaders (CEOs, directors, and managers) through in-depth qualitative interviews to explore their practical experiences with succession. The concept of succession and legacy in this study is explored through three dimensions: Project & Preparation, Process, and Progress. These dimensions examine how nonprofit organizations handle leadership succession and legacy. The main findings and conclusions of the study are summarized as follows: 1.Confirm the succession plan early and identify key influencing factors. 2.Identify the qualities and characteristics of potential successors to aid in talent selection. 3.Emphasize talent development within the organization to ensure the cultivation of talent. 4.Enrich career experience through job rotation. 5.Initiate organizational change at the right time to improve organizational systems. 6.Implement leadership tenure systems to ensure readiness for succession at all times. This study offers the following recommendations: 1. Address succession planning early. 2. Systematically develop potential successors. 3. Ensure compensation reflects the role's demands. 4. Firmly uphold the organization's mission during transitions.