國軍軍事教育組織再造之研究---以國防大學軍事學院為例

The Study of Organizational Reengineering & Restructuring of the ROC Military Education --- An Example of the Armed forces College, National Defense University

詹森源(SEN-YUAN CHAN)

指導教授 ： 紀俊臣 ； 徐學忍

元智大學/管理學院/管理研究所/碩士(2004年)

摘要

本研究旨在針對國軍軍事教育組織再造之問題進行探討，並藉由對國防大學軍事學院個案研究的經驗，期能建構未來國軍軍事教育因應教育變遷之發展模式。
論文依研究架構進行，獲致的實證發現如下：
一、當前國軍軍事教育在政府政策支持及社會輿論高度期待的情況下，其學制轉型與組織再造工程的開展，實居於千載難逢的有利時機。
二、長期以來，軍事教育「為用而訓」的迷思，導致辦「學校教育」或辦「訓練班訓練」的方向定位不清。
三、主管異動頻繁，導致其政策執行之一致性與延續性有待商榷，而教育與行政人員觀念保守、專業不足、使命感不夠等問題，更為國防大學軍事學院組織變革裹足不前的關鍵所在。
四、國防大學軍事學院當前的教育發展作為，並未能落實「軍事教育條例」及相關教育法規精神，其目標與策略作為存在明顯落差。
五、軍事教育的目的究竟是提昇人力素質，亦或是設置人事晉用的門檻，兩者間主從矛盾，誠有必要予以釐清。
根據上述研究發現，提出以下建議，期能提供國防大學軍事學院進行組織再造時之參考：
一、國防大學軍事學院應即成立「組織再造專案工作小組」，專責處理組織重整的相關事宜。
二、學校在進行組織再造的同時，應考慮爭取「校務卓越發展─育英基金」的設置，以留住優秀人才，避免人力反淘汰。
三、軍事教育人力資源政策，應獨立於國軍人事管理政策外優先考量，而院校整併的作為，實為整合教育資源，提昇競爭力有效方法。
四、在落實「軍事教育條例」及相關教育法規精神，以進行組織矯治、策略設計與建構發展模式之同時，應注意品質與獎賞的兼顧，以確保組織變革成功。
五、課程學分化轉型，開展軍文交織的管道，為建構全方位國防安全的必要努力。

關鍵字

組織再造 ； 專業軍事教育 ； 績效評估 ； SWOT ； 組織診斷

並列摘要

The purpose of this study is to explore the Organizational Reengineering & Restructuring of the ROC Military Education. With an example of the Armed Forces College, National Defense University, the study is in the hope of providing an adoptive development model for ROC military education in the future.
Thesis is conducted under research scheme, the results of which are as follows:
1. The current ROC military education, under the support of the government policies and the expectation of the public, has a great opportunity to begin its credit system reform and reorganization.
2. Military education has been confused with “training for use” for a long time, which results in the confusing direction of “school education” or “cram school training.”
3. The coherence and continuation of the education policies are subject to the tenure of the superiors. Furthermore, the problems such as the educating and administrative personnel’s conservativeness, lack of profession, and less responsibility contribute a clog to the Organizational Reengineering & Restructuring of the Armed forces College, National Defense University.
4. The current education development of the Armed forces College, National Defense University, could not fully fulfill “Military Education Rules” and related Education Regulations, which results in a clear gap between its goal and what has been done at present.
5. There exists a contradiction between the promotion of manpower quality and the requirements set for personnel recruitment when considering the military education goal, which remains unclear.
According to the results of this study, the following recommendations serve as the references for the Organizational Reengineering & Restructuring of the Armed Forces College, NDU.
1. An ad hoc working group under the direction of Armed Forces College, should be founded immediately, dealing with the affairs of the reorganization.
2. In the meaning time when the Organizational Reengineering & Restructuring is under the process, an “Elite Cultivating Foundation” should be established for the purpose of maintaining excellent timbers.
3. The policy of military manpower should be independent of Armed Forces Personnel Management Policy and to be the first priority under the consideration. However, the integration of several independent military colleges is not only the best way of amalgamating the education resources but also the most effective method to promote the competitive capabilities.
4. All the decisions of the reorganization, policy making and future development should be formulated abide by the rules stipulated in education regulations and military education code. Besides, qualities and awards should both be spotlighted so as to harvest the sweetest fruits in the future.
5. To build up an all-dimension shield for our national security, it is necessary to fulfill the credit system and open the channel of civil-military education.

並列關鍵字

Organizational Reengineering & Restructuring ； Professional Military Education ； Efficiency Assessment ； SWOT

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