中階主管接班應具備之管理職能－以國家中山科學研究院為例

在國外許多企業組織的各個層級中，接班人計畫的發展是非常普遍及系統化，人才管理早被標竿企業列為首要的發展目標。國家中山科學研究院為國內第一個行政法人研究單位，肩負著「國防自主，科技創新」的使命，過去中階主管的接班多以學歷及績效為評選依據，此一作為可能造成優秀專業的工程師，變成黯淡無光的「管理階層」，然而如何建立完整的人才培育制度，對中科院的傳承及任務發展卻是非常重要的。這除了能提升品牌形象吸引人才，讓組織預見未來的人才需求；也能了解重點培育人才的學習過程，把人才放在具策略性的職位上給予訓練。良好的中階主管培育制度能讓儲備幹部知道管理幹部重視他們的價值，提供培訓發展機會，使其具備承擔更重要職責的能力，獲得發展潛能的培育機會，個人的職涯發展得到系統化的發展，有適當的升遷機會，發展的舞台，進而提升成就感。本研究透過德爾菲法建構出中階主管接班應具備之管理職能研究架構，再運用以決策實驗室法為基礎的網路分析程序法，針對個案單位幕僚單位中階主管之問卷填答結果進行分析。研究結果顯示，「溝通協調」、「人際關係」、「培養部屬」、「團隊建立授權委責」、及「積極性」為中階主管接班應具備之關鍵管理職能，亦是現階段極需改善的指標。因果圖呈現，欲有效改善所有關鍵職能的績效，可以考慮由「溝通協調」著手改善，因此本研究以「溝通協調」做為改善的源頭，在實務上亦有其合理性。「溝通協調」職能的提升，可以促進其他關鍵職能的績效改善，在其培養上應特別注重與其他關鍵職能間的互動關係，其管理意涵計有「強化人際間的溝通協調」、「培養部屬的溝通協調」、「有效建立團隊的溝通協調」、「落實授權委責的溝通協調」、及「提升積極性的溝通協調」。

關鍵字

接班人計畫；職能；管理職能；決策實驗室法；網路分析程序法；多準則決策

並列摘要

In hierarchy of many foreign enterprises’ organization, the development of succession plan is universal and systematic. Also, the talents management has been placed an emphasis on primary development goal. National Chung-Shan Institute of Science and Technology (NCSIST), which is the first domestic administrative institution of research institute, undertakes the destinies of defense independence and technical innovation. Under the circumstance of transition and manpower deficiencies in NCSIST, the assessment of intermediate supervisors in the past was based on academic qualifications and performances. This assessment could cause outstanding and professional engineers turning into the eclipse of “management class”. However, it is imperative for NCSIST’s inheritance and mission development to establish integrated system of talents cultivation. Not only enhance the brand image and attract more talents that the organization will anticipate demands of talents in the future; but also understand the learning processes of critical talents cultivation in order to provide them with training on strategic occupations. A well cultivation system of intermediate supervisors can make reserve cadres know that management cadres consider their values, provide them to cultivate development opportunities, and allow them to be responsible of more important occupations. Additionally, they can acquire cultivation opportunity of potential development, gain systematic development for personal careers, and possess appropriate opportunity for promotion or stage of development. Therefore, they will increase the sense of achievement. This research constructs the research structure that the succession of intermediate supervisors should possess management competencies through Delphi method. Also, it utilizes Decision Making Trial and Evaluation Laboratory (DEMATEL) and Analytic Network Process (ANP) to analyze outcomes of questionnaires especially for individual or aide case of intermediate supervisors. This research indicates that factors of “communication and coordination”, “interpersonal relationship”, “subordinate cultivation”, “teams’ foundations of authorization and responsibility”, and “initiative” are significant management functions for intermediate supervisors. These factors also have to ameliorate in the present. The Cause-and-Effect Diagram shows that if they are keen to improve all performances of significant functions, they could consider improving “communication and coordination”. Therefore, it is reasonable for this research to utilize “communication and coordination” as a source of improvement in practice. The improvement of “communication and coordination” function can facilitate performance amelioration of other significant functions and the cultivation should emphasize the interaction with other significant functions. The meanings of management include “strengthen interpersonal communication and coordination”, “cultivate subordinates communication and coordination”, “establish teamwork communication and coordination effectively”, “implement communication and coordination of authorization and responsibility”, “improve initiative communication and coordination”.