台北市自來水取供事業組織整合之研究

The Study of Organizational Integration in Taipei Water Works

馮梅珍(Mei-Chen Feng)

指導教授 ： 蘇彩足

國立臺灣大學/社會科學院/政治學研究所/碩士(2016年)

https://doi.org/10.6342/NTU201600138

摘要

翡翠水庫管理局與台北自來水事業處已分別獨立運作三十多年，有其各自成立的背景因素，但隨著外部環境快速變化，或面對非例行性事件時，很容易因本位主義、資訊落差、專業偏執等因素，發生高層決策緩慢及缺乏自主解決問題的困境。因此本研究依據組織整併理論、政府組織整併原則、及利害關係人訪談等方法，探討這兩個單位的組織設置是否有精進的機會。基於追求提升經營效率、降低組織複雜度及合理的自來水成本與價格等理由，本研究提出翡翠水庫管理局與台北自來水事業處之整併草案，整併這兩個組織是依據(1)上下游業務整合的需要；(2)相同業務資源整合的需要；(3)輔助單位資源整合的需要等三個整併原則，使得台北市政府水資源和資訊得以整合，整併後的組織建議為「台北水務事業處」，以期發揮「組織精簡、事權統一、整體規劃、業務綜效及財務綜效」等效能。本研究也闡明這兩個單位組織整併應有的風險因應作為，包括爭取員工認同之周全作法，以確保員工權益獲得保障，進而支持政府的組織變革，其次是重視文化融合議題，同時要以宏觀的整體性規劃確保資源整合確實到位。

關鍵字

自來水 ； 組織變革 ； 組織整併 ； 員工權益 ； 組織文化

並列摘要

Taipei Feitsui Reservoir Administration and Taipei Water Department have their own historical backgrounds and reasons to establish and have operated separately for over 3 decades. However, when facing rapid-changing environment or non-routine events, Taipei City Government could become of slowing down its decision-making and lacking problem-solving capabilities to manage water works because of departmental egoism, information gaps or professional paranoid. Therefore, in this article, we explore the possibility to better organizational status of Taipei Feitsui Reservoir Administration and Taipei Water Department based on the theories of organizational integration, the principles of governmental organizational integration and stakeholder interviews. We proposed a draft of organizational integration to pursue the improvement of operational efficiency, the deduction of organizational complexity, and the reasonable cost and price of tap water. The integrated organization is called “The Department of Taipei Water Affairs”. It would meet the needs of (1) upstream and downstream business integration, (2) similar business integration, and (3) resource integration of auxiliary unit. In this way, the related resources and information of water could be actually integrated for Taipei City Government to get the benefits of downsizing, unified authority, overall planning, operational synergy and financial synergy. We also illustrate the necessary treatments to manage the risk of organizational integration. These treatments are to ensure that employees' rights are protected and thus support the organizational change, to emphasis on cultural integration, and to ensure the integrity of the resource integration really in place.

並列關鍵字

Tap Water ； Organizational Change ； Organizational Integration ； Employee Rights ； Organizational Culture

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