國營事業企業化革新與風險之研究－以台灣省自來水公司為例

The Government-owned Water Industry Innovation and Risk

張淑昭(Su-Chao Chang) ； 許蕙琳(Hwey-Lin Sheu) ； 許耀昇(Yao-Sheng Hsu)

《致遠管理論叢》 1卷1期 (2006/09) Pp. 95-109

https://doi.org/10.6596/DJM.2006.1(1).6

摘要

台灣省自來水公司(Taiwan Water Corporation)（簡稱台水，TWC）係於1974年成立，並逐年投資擴建，但也造成近900億負債的經營包袱，因此台水為提升公司整體的經營績效，於2004年全面推行責任中心的企業化革新，並建立目標值作為量化管控的指標。台水責任中心的企業經營，雖然藉由建立目標值可有效提高盈餘，但是對於講求時效之組織革新並無法提供最小風險之資訊，造成在既有體制下追求利潤，卻無法考量未來市場變動與技術提昇之知識經濟，顯然台水企業化革新的組織再造與時效方面還有改善的可能性。展望未來，台水之企業化組織再造，除了外部經濟的標的之外，在革新風險方面，例如多角化經營會產生管理與技術的盲點、委外制度取代既有的技術人力，也可能因而失去事業單位應有的技術領導地位等，因此對於業務發展之時效與專業技術更應加以重視，因為內部利潤才是企業永續經營的關鍵所在。本文乃針對自來水國營事業企業化革新與風險進行分析，期能作為國營事業在進行組織變革時之參考。

關鍵字

自來水 ； 責任中心 ； 企業化革新 ； 風險

並列摘要

In the light of government-owned water industry change risk and analysis, this study confers and expects undertaking organization change for reference. Taiwan Water Corporation (TWC) with water plants combination and year-by-year expansion, unfortunately, close to 90 billion debt burden has been caused. In order to promote TWC entire operation performance; in 2004, overall undertake responsible center and setup target value as quantity control index. With reasonable budget organization and the base price agreement to effectively rising expense, TWC may effectively raise surplus. To organization change time effect, it is not able to provide the smallest risk review space and seeks for profit under existed system, and without consideration of knowledge economy of future market change and technology. To look into future, TWC organization re-engineering and time effectiveness has improvement possibility. Besides external economic index, multi-operation will produce management and technology blind point; the existed outsourcing technique manpower may loose business leading position. Therefore, business development time effectiveness and specialty has to pay high attention as internal profit will be the key of industry continuous operation.

並列關鍵字

water ； responsible center ； organization change ； risk