台灣屬於標準的海島型經濟,天然資源缺乏且國內市場狹小,中小企業憑藉著勤奮及彈性兩大特點,加上台灣充沛而廉價的勞動力及穩定的匯率,創造了四十多年的經濟奇蹟。然而,隨著國際貿易的興盛,企業國際化與自由化已是未來的趨勢。國內廠商近年來在面臨新台幣升值、土地價格上漲、勞動力缺乏、環保意識高漲等等不利的環境因素,愈來愈多的企業,均開始體認到如何匯集員工共識,凝望企業文化,以發揮同舟共濟之團隊精神,來創造企業之新生命,應為企業經營管理之第一要務。然而,一個公司的主持人應如何透過日常的組織運作之活動來塑造企業文化?企業文化又如何影響一個公司之組織結構、決策模式、工作態度及經營策略?國外企業有許多這方面之研究,但比較起來,國內企業之相關研究並不多見。本研究係希望透過對於台塑與中鋼兩家公司之實証調查,探討這兩家公司之創辦人(即王永慶先生及趙耀東先生)在個人特質與領導風格之差異性,並進一步探討這些不同的個人特質與領導風格如何影響其公司之企業文化、決策模式、員工工作態度及經營策略。研究之結果摘要如下:1、台塑與中鋼之員工認為趙耀東先生之個性比較率性剛強,是一位較不採高壓手腕的領導者,他可能比較重視員工福利,而比較「不會讓部屬在被開除的恐懼下做事」。王永慶先生之個性比較嚴肅與情緒化,相對而言,他可能比較「與部屬保持距離」,較不重視員工福利,及部屬意見。2、中鋼之授權程度較高,比較鼓勵參與式之管理模式,其創新、承擔風險及開發新製程與新產品之意願亦較強。台塑公司之集權程度較高,且特別注重追求低成本並以低價位方式行銷來提高市場佔有率。3、就各經營構面之互動關係而言,理智樂觀而較接近部屬的領導人比較傾向塑造的積極創新之企業文化。但在領導風格上若屬高壓手腕型則比較傾向塑造年資主義之企業文化。愈是剛強率性與保持距離之企業領導人,其集權之程度愈高。就經營策略而言,愈具備「理智樂觀」之個性時,其企業愈傾向採取差異化策略或價格領導策略,另在企業文化中若是傾向嚴密監督,則會採取製程效率策略。
Taiwan is an island economy. It lacks natural resources and domestic market is small. But grounded on hardiness and flexibility in the past years, there are also plentifully cheap work forces and steady foreign exchange rate, the small enterprises work up to an economic miracle.However, as the internationalization and liberalization become the future trend as a result of properous international trades, local firms are facing enormous threat s such as appreciation of nt dollar, raising of land prices, shortage of labors, and high-pitched environment protection. The enterprises are recognizing that employee consensus,building corporate culture, and corporate spirits are some of most important practices of management.In addition, there were many organization studies that investigated on how the CEOs shape their corporate culture via daily operations, and how corporate culture influences organizational structure, decision-making style, employee attitude and management strategy in the united states. Unfortunately, the local studies are rare.This study aims to explore the differences of personal traits and leadership styles between Mr. Y. T. Chao of China Steel Co.and Mr. Y. C. Wang of Formosa Plastic Co. through empirical investigation, and furthermore to investigate the impacts of personal traits and leadership styles of these two leaders on corporate culture, decision-making styles, employee attitudes and management strategy.The conclusions are summarized as following:1.Mr. Y. T. Chao was perceived as a more straight and tough, but less coersive leader. He emphasized more on employee well-being and made subordinates work under no fearing of being layoff. Mr. Y C. Wang was more serious and sentimental. He kept distance with subordinates, and less concerned about employee well-being and subordinate opinions.2.The delegation of authority of China Steel Co. is higher, the participant decision-making style is more encourageous, with higher willingness to develop new process and better quality products. The centralization of authority of Formosa Plastic Co. is higher, and counted on low-price marketing approach to raise the company market share.3.From the analysis of interactions among various business operating dimensions, it is found that a rational and optimistic leader who kept in close contact with his subordinates will tends to shape an aggresive and innovative corporate -culture. But a coersive leader tends to shape a seniority rule in his corporate culture. If a leader with more tough and straight personality, then the authority will be more centralized. In addition, if the leader’s personality is more rational and optimistic, then the company is more apt to have a differential strategy or price leadership strategy. However, if the corporate culture is inclined to be high centralized, the company is more apt to follow a process-efficiency strategy.
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