由元大證券的分公司管理探討組織結構與職務功能

Exploring Organizational Structure and Job Function through Yuanta Securities Branch Management

吳禎祥(Jan-Hsiang Wu)

指導教授 ： 陳家聲

國立臺灣大學/管理學院/商學組/碩士(2014年)

https://doi.org/10.6342/NTU.2014.11161

摘要

元大證券的經紀業務市占率全國第一，分公司家數也是券商之冠，其管理分公司的方式採雙督導制，即業務督導與財務督導共同負責分公司的所有事務，有別於其他券商的單督導制。為了瞭解當初如何創造出此架構，詢問了大股東，也研究元大證券的組織架構有無符合學者理論，再檢視當今環境是否為組織變革的契機。
本研究採質性研究，以深度訪談的方式詢問了大股東、公司同仁及同業券商的分公司經理人，探討各券商對分公司的管理模式與組織架構，以及督導的職掌與功能。元大證券財務督導是業界較特殊的編制，由訪談中瞭解同仁對其的評價及該職務的價值。
研究歸納出：一、券商應都採官僚組織且為矩陣式管理。二、組織架構依循演化論，自然形成的。三、員工容易產生組織慣性。四、目前經紀業務的環境險惡，為組織變革的契機。五、員工須創造自己的價值。

關鍵字

組織架構 ； 官僚組織 ； 組織變革 ； 併購整合 ； 深度訪談

並列摘要

Yuanta Securities is the leader of the brokerage market share in securities industry. The number of branches is also the largest in the country. The management structure of branch is dual supervisory system, that is the marketing and back-office supervisors are jointly responsible for the supervision of branches’ affairs, unlike other brokers’ single supervisory system. I ask the major shareholder to realize how to create the organizational structure. And studying the structure is in line with scholars’ theories or not. Furthermore, the study is to certify that it is the opportunity for organizational change.
This study use qualitative research by in-depth interview. I interview the major shareholder， colleagues and other broker’ managers in order to explore the organizational structure and job function through the branch management of securities company. The back-office supervisor in Yuanta Securities is a special position in securities industry. We can evaluate its value by interviewing the colleagues.
The study concludes: First, the organizational structure of securities company is bureaucracy and matrix management. Second, organizational structure is formed naturally by following the theory of evolution. Third, the employee is always adaptable because of organizational inertia. Fourth, the environment for brokerage is bad, and it is the opportunity for organizational change. Fifth, employees are required to create their own value.

並列關鍵字

organizational structure ； bureaucracy organizational change ； merger integration ； in-depth interview

參考文獻

18. 萬文隆（2004），「深度訪談在質性研究中的應用生活科技教育月刊」三十七卷第四期。

6. 李怡君(2004)，「師範學院通識教育實施成效之研究」，國立台北教育大學教育政策與管理研究所碩士論文。

22. 劉恆逸譯(2009)，「現代策略管理」，Robert Grant著，華泰文化。

1. Barnett, W. P. and Carroll G. R. (1995). Modeling internal organizational change. Annual Review of Sociology, 21

2. Birkinshaw, J., Bresman, H. & Hakanson, L.(2000), Managing the post-acquisition integration process: how the human integration and task integration processes interact to foster value creation, Journal of Management Studies, vol.37, iss.3.