製造業事業部主管選任評估之模糊多準則決策

事業部往往是子公司的前身，在企業擴張產品線、地區或顧客，往往會將相關的研究、採購、生產、銷售等部門結合成一個相對獨立單位的組織結構形式，也因此事業部主管對企業的重要性有時不亞於公司總經理，尤其在產品具有競爭優勢時，其對企業未來營運規劃上更具有主導性，而往往因為經營績效卓越而切割獨立出來成為股票上市之公司更是不在少數。因此當企業組織以事業部組織為結構時，就已經賦予事業部主管重大責任，以往文獻較少研究在事業部主管的職能及選任，也因此本研究以企業對事業部主管的接班人選進行評估，採用文獻資料和模糊德爾菲(Fuzzy Delphi)專家問卷相結合的方法，篩選各構面及準則，建構出四項構面及16項準則的選任條件，並以模糊決策實驗室分析法(Fuzzy DEMATEL)獲取了構面及準則間之關係、再以模糊決策實驗室分析基礎之分析法(Fuzzy DANP)獲得準則間之因果關係及權重，最終針對所屬功能主管以理想解類似度偏好順序法(TOPSIS)進行方案排序，產生最適合事業部主管的最佳人選順序為業務、生產、行政、研發主管，並探討出策略領導能力對高階專業技能及抗壓應變能力具有直接影響關係的核心職能，同時發現事業部主管的能力可優先從領導能力及業務開發能力兩項關鍵因素進行強化，進而建構出企業在事業部組織職能及選任主管的評估量表。

關鍵字

事業部主管；選任；德爾菲法；決策實驗室分析法；網路程序分析法；模糊理論；理想解類似度偏好順序法

並列摘要

Subsidiaries typically start out as a company division. As the company expands its product lines, the regions it operates in, or the customers it serves, the company is likely to combine the related research and development, procurement, production, and sales departments into a relatively discrete organizational structure. As such, the head of the division is often of equal importance as the company president. In particular, when the product has a competitive advantage, the head of the division has more authority in the company’s future operational planning. Thus, when a company has a multidivisional organizational structure, the heads of those divisions typically have considerable responsibilities. In this study, literature data were combined with a fuzzy Delphi expert questionnaire survey to determine the construct of the appointment criteria for 4 dimensions and 16 criteria for assessing candidates for division director. Subsequently, fuzzy decision-making trial and evaluation laboratory (Fuzzy DEMATEL) and fuzzy DEMATEL-based analytic network process were used to identify the causal relationships between criteria and their weights, and a fuzzy technique for order of preference by similarity to the ideal solution was used to rank the solutions to approximate the company’s optimal candidate for division director and provide the ideal decision-making solution. Finally, according to the competencies, the department manager is sorted by following the Fuzzy TOPSIS, so that the best candidates for division director are identified as the executives of business, production, administration, and R&D. Meanwhile, the core functions of strategic leadership that have a direct impact on higher-order professional skills and contingency is explored. It is found that the competencies of the business division director can be enhanced by prioritizing two key factors, namely, leadership and business development, and finally a scale is constructed to assess the organizational functions and selection of a business division director.