台灣北區汽車保修廠管理者管理行為之研究

A Study of the Managerial Behavior of Automotive Service Center Managers in Northern Taiwan

葉憲坤(Shiann-kuen Yeh)

指導教授 ： 李景峰

國立臺灣師範大學/科技學院/工業教育學系/碩士(2001年)

摘要

無資料

關鍵字

汽車保修廠 ； 組織文化 ； 管理者 ； 管理行為

並列摘要

The organizational culture of automotive service centers began with and stems from basic factory safety and sanitation. Improving the use of information about car owners and the offering of integrated services is an area that is changing quickly as competition in the automotive service market increases (YULON Motors, 1988). Higher levels of service quality and a greater variety of services like after-hours maintenance, maintenance booked in advance, acting as insurance agents and inspection stations.
Today, the knowledge and technical ability of technical staff is gradually being simplified by improvements in material science lowering the difference in service quality offered by different service centers. Hence, the only way for the service centers to produce real variety of service and service quality is for shop supervisors, leaders, managers and technical staff to receive constant cultivation and training.
Leaders behavior descriptions were obtained from the leaders and their subordinates (Yukl, 1995). The same logic can be applied to the relationship between managers and technical staff and its effect on the work performance, morale and even the work attitude of the technical staff.
The purpose of this study is to understand the current situation in regards to the behavior of managers in automotive service centers in northern Taiwan. The nature of the differences between managers’ self-reporting and the evaluation of them by others, in addition to the factors that influence managers and their behavior. This study was conducted using a modified version of a Managerial Practices Survey (MPS) created by the foreign scholar, Yukl (1995). After the survey results were returned they were put through SPSS software for analysis. The results were divided into percentages, means, standard deviations, and so on, which were drawn from independent sample T-test, one-way ANOVA and Scheffé method statistical testing and calculation.
The following conclusions can be drawn from the results of the study.
1.In looking at the relationship between managers and technical
staff there is an obvious difference that exists between
managerial behavior and the recognition it is given. This
includes “recognition” and “support” where the difference
was at its largest.
2.The managerial behaviors of “networking”, “delegating”,
“developing” and “rewarding”, both in the eyes of the
managers and the recognition given by technical staff, were
seen to be of low importance. This shows that managers’
attitude to the handling of daily work or the setting up of
work systems still has some facets that need thought or
adjustment.
3.There is no significant difference between results from the
whole range of managerial behavior and the individual factors
related to the managers. However, there are some significant
differences within individual managerial behavior items and
factors relating to the managers. The 5 influencing factors
are “age – informing”, “seniority – recognizing”, “the
number of service centers at which he/she has already been
manager – networking”, “is or is not a member of
professional car clubs or associations – delegating” and
“the number of technical staff members – rewarding”. Of
which, manager’s age and seniority cannot be improved or
changed from its current situation but the other categories
weak points can be strengthened. In regards to the number of
service centers at which he/she has already been manager and
is or is not a member of a professional car clubs or
associations, these two items depend on his/her work
experience and help them in their management work. As for the
number of technical staff members it can be seen as a
reference point for management evaluation to be used to
compare when evaluating the management of other service
centers, in the way changes in the number of technical staff
affects the manager’s management attitudes.

並列關鍵字

automotive service center ； organizational culture ； manager ； managerial behavior