自來水公司發展多角化經營關鍵成功因素之研究

A Study on Key Success Factors for Water Supply Corporation to Develop the Diversified Businesses

吳家宏(Jia-Horng Wu)

指導教授 ： 蔡碩倉

亞洲大學/管理學院/經營管理學系碩士班/碩士(2005年)

摘要

行政院自1989年成立「公營事業民營化推動小組」以來，公營事業陸續被列上了民營化的名單上。為了面對民營化後之挑戰，諸多公營事業亦採取了不同改善體質之經營策略加以因應，而「多角化經營」即為多數國營事業應對的策略。
本研究旨在探討國營事業多角化關鍵成功因素，以作為自來水公司決策者未來發展之參考依據。由於近年來全球經濟自由化、國際化的影響，公營事業民營化深受各界矚目，因此許多公營事業已加緊腳步，除配合民營化政策之推動外，亦積極辦理多角化經營之相關事宜，以期未來能夠順利轉型，並發揮企業合理經營之綜效。
本文藉由策略大師Michael E. Porter教授，於1990年所提出鑽石理論做為本文的理論基礎與建構問卷設計之架構，並透過專家問卷以層級分析法彙整，經實證分析、研究發現自來水公司發展多角化經營關鍵成功因素如下：
一、生產因素方面：企業經營者的理念與企圖心的展現，企業領導者必須洞悉掌握公司每一成員對企業轉型的心理反應，並能使員工化阻力為助力，同時必須整合全體員工有一致的共識，若是企業經營者缺乏遠見，則公司上下同仁則相對上行下效，由此可見公司經營者企圖心對員工有顯著的正向影響。
二、需求條件方面：消費者對健康飲水的重視，自來水公司要從事多角化的經營必須從健康的飲水為著眼點，在整體自由經濟市場的考驗下，由本身的優勢加以延伸才能獲得市場的接受與肯定。
三、相關產業與支援性產業方面：公營事業多角化成功經驗協助發展，自來水公司在以往的經營項目是單一產品，因此在多角化經營的領域裡可以說一張白紙。企業的發展與革新不是靠憑空想像與閉門造車，所以，由其他的公營事業多角化成功經驗協助發展是有其必要性。
四、企業策略、企業結構和競爭程度：強化員工危機意識，凝聚向心力，隨著經濟環境的更迭，以及國營事業民營化的趨勢，國營事業員工的優勢也逐漸消退，居安思危便是國營事業員工應有的認知。
五、在政府角色方面：相關限制法令規範修正，許多法規的限制不但增加公營事業轉投資的困難，同時降低了掌握機會的主動性，況且，長期以來，對於人事制度的干預使得組織與人員晉用的僵化，並對員工的福利與升遷制度能有所改善，為增加公營事業多角化經營之彈性，以期能夠經準掌握商機，放寬相關法規之限制確實有其必要性。

關鍵字

自來水 ； 多角化經營 ； 關鍵成功因素 ； 鑽石理論 ； 層級分析法

並列摘要

The Executive Yuan established the ' The group promoted for publicly-owned undertaking privatization' since 1989, the publicly-owned undertaking was listed on the list of privatization successively. For the challenge after privatization, have also adopted different management tactics of improving the physique and answer in a great deal of publicly-owned undertakings, and ' Develop Diversification Operate ' namely most tactics that the government undertaking deals with.
This research is inquiring into the key success factor of diversification for the state-run business, in order to be regarded as the reference basis of policymaker's development in the future of Taiwan water corporation. Because of the global economy liberalization, influence of the internationalization in recent years, publicly-owned undertaking privatization is deeply focused attention by the public, so a lot of publicly-owned undertakings have already stepped up the step , besides cooperating with the push of the privatization policy, also handle the diversification relevant matters managing actively, expect to make the transition smoothly in the future, and produce the comprehensive result that enterprises manage rationally.

This text by Michael E. Porter of tactics master Professor, put forward diamond theory make with built and constructed that the questionnaire was designed for the theoretical foundation of this text on 1990, whether remit through expert questionnaire with level analytic approach whole, analyze, discover by real example Taiwan water corporation develop the key success factor of develop diversification operate for the state-run business as follows to take.
First, The factor to produce: the idea of enterprise operator and the display of the attempt , enterprise's leader must know clearly and grasp every member of the company to react to the psychology that enterprises make the transition , and can make the staff turn obstruction into helping hand , must combine the staff and have unanimous common understandings at the same time , if enterprise's operator lacks the foresight , then the whole colleague of company stands opposite each other, people in subordinate position will follow the patterns set by their superiors, therefore the display of the attempt of the company operator that have a apparent one to influence to staff.

Second, Demand condition: Consumers, to the attention that the health drinks the water, it must be from the drinking water of the health for begging point that the Taiwan water corporation should be engaged in the develop diversification operate, extended the acceptance and definite getting the market by one's own advantage under the test of the whole free economical market.

Third, Relevant industry and support industry: The successful experience of publicly-owned diversification of undertaking helps to develop, the Taiwan water supply corporation is a single product in the past item to manage, take field that operation developing can say one blank sheet of paper in diversification. The development and innovation of enterprises are not by and make a cart behind closed doors according to the fantasy picturing, so, helped to develop its necessity by other successful experience of publicly-owned diversification of undertaking.

Fourth, The tactics of enterprise, the structure of enterprise and competitive degree: Strengthen the crisis of staff a wareness, condense the centripetal force, with the change of the economic environment, and the trend of government undertaking privatization, the advantage of government undertaking staff disappears gradually, it is the staff of government undertaking due cognition to think of danger in times of safety.

Fifth, Government role: The relevant restriction decree norm is revised, the restrictions of a lot of regulations not only increase the publicly-owned undertaking the difficulty invested in rotates, reduced the initiative of mastering the chance at the same time , moreover, for a long time, to the intervention of the personnel system the ones that made the organization and personnel transferred and promoted are rigid, the welfare and promotion system in staff can improve to some extent, for increase the develop diversification operate of publicly-owned undertaking to take elasticity, expect to be grasped the business opportunity accurately, really there are necessities in the restriction which relaxes the relevant regulation.

並列關鍵字

Water Supply Corporation ； Develop the Diversified Businesses ； Key Success Factor ； Diamond theory ； Analytic Hierarchy Process

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