製造單位推動全員參與文化之研究-以W公司為例

隨著產業的競爭激烈，公司思考如何在產業中生存成為首要任務，再者組織文化對公司影響甚大，因此，一直是學術及產業關注焦點之一。本研究以Schein(1992)提出解決外部適應或內部統合自然而然形成的一套組織文化運作模式，本文主要目的在於探討如何透全員參與的組織文化活動以達到企業卓越經營之目標。將組織文化區分為不同文化層次所組成：組織的外顯行為（如五S活動、提案改善制度、統計品管七大手法等全員參與之管理活動/方案與管理方法）以及基本假設（即實施全員參與對於個人、組織和社會的利益）。本研究個案為國內電線電纜業之龍頭廠商，經由問卷實證分析以評估個案公司全員組織文化的現況，進一步提出對全員參與組織文化之改善建議，提供日後產業及相關研究人員參考。

關鍵字

全員參與；組織文化

並列摘要

With the intense competition in the industry, the company's sustainable management has become the primary task and the organizational culture has a great impact on the company. Therefore, the organizational culture is one of the academic and industrial concerns. This study took Schein (1992) theory as basic and scholar believes that organizational culture is to solve the external adaptation or internal integration naturally form a set of the mode of operation. The main purpose of this study is to explore how to implement the total employee involvement of organizational and cultural activities in order to achieve the goal of business excellence. Organizational culture is divided into different cultural levels: organizational explicit behavior (E.g., 5s management activities, proposals to improve the system, seven Basic Tools of Quality and other full participation of management activities / programs and management methods) and underlying assumptions (E.g., the implementation of full Participation in the interests of individuals, organizations and society). This case study is the leading manufacturer of domestic wire and cable industry. Empirical analysis by questionnaire to assess the current situation of the company-wide organizational culture. Finally, the study provides implications and suggestions for future researchers.