找出臺灣本土旅館的勝利方程式─臺灣本土旅館組織變革歷程及管理策略之研究

本研究將以台灣本土旅館業作為探討對象，台灣本土旅館業要如何面對國內觀光旅館、一般旅館、民宿迅速成長，其他新業者的強力挑戰，招募培訓優秀員工、利用資通訊科技的發展積極面對的挑戰，才能不被這股旅館熱潮競爭之下，還能立於不敗之地，是值得深思的議題。本研究由於以台灣本土旅館為主，目標在於訪談組織變革歷程由小變大的過程，故受訪名單選擇，限制非國際連鎖飯店，非建商財團背景，有經歷過由小變大過程的飯店，資料分析蒐集的資料以內容分析法進行分析，首先將受訪者受訪錄音內容逐字稿打出來後，經由兩位專家學者針對所謄錄的內文加以判讀，共獲得165個分析單位並製作成卡片，兩位評判人將分析單位依造題項內容進行分類後再命名，並比較分類結果，就其相左之分析單位與作者討論，同時將有疑問的分析單位進行篩選，計共刪除3項分析單位，留下162項分析單位。本研究研究結果發現，管理策略構面包括運用智慧維護整個組織系統、對上對下管理、建立一個激勵的制度、重頭開始打破過去的思維、展現專業讓人感受到與眾不同以及可以加入一些活動的元素。在自我評估的構面裡面，旅館的定位、執行中的組織目標是否改變、外在環境是否改變、領導者的思維及目標是否正確以及高階主管對目標的認同度有多少？都需要再進行組織變革之前，對自身的旅館先進行自我評估，才能減少變革的失誤及時程。

關鍵字

台灣本土旅館；組織變革歷程

並列摘要

This study chose Taiwan local hotel industry as the research subject. Faced with the rapid growth and development of tourist hotels, general hotels and bed & breakfasts, it is a critical task for local hotels to establish themselves in an invulnerable position, recruiting excellent employees and making use of information and communication technology (ICT) to cope with the fierce competition. This study examined Taiwan local hotels in an attempt to find out the process of their organizational changes – how they grew from small hotels to big ones. For this reason, the hotels affiliated to international hotel chains and construction conglomerates were excluded from the list of interviewees. Content Analysis Method was employed to gather and analyze data. Firstly, the content of recorded interviews was transcribed and then interpreted by two experts. 165 units of analysis were acquired and cards were produced accordingly. Next, the units of analysis were classified by two referees in accordance with the item contents. The classification results were compared. The contradictory results were discussed with the author, and at the same time the questionable units of analysis were screened. As a result, 3 units of analysis were deleted, and 162 units of analysis were kept for use. According to the research results, several management strategies are essential for the successful organizational changes, e.g. using intelligence to maintain the entire organizational system, effective upward management and downward management, incentive system, changing thinking model, demonstrating professionalism to differentiate itself from other hotels, and incorporating active elements into its service. Most importantly, before organizational changes begin, hotels have to assess themselves in order to minimize the errors resulted from the organizational changes. Several items have to be assessed, e.g. how the hotels position themselves, whether the organizational goals have to be changed, whether the external environment has changed, whether the leaders’ thinking and goals are correct, and how much the executives recognize the goals.