臺北醫學大學組織變革關鍵成功因素之個案研究

Abstract

在這巨變的環境中，主導高等教育，以創造知識，培育學子，傳承文化為使命的大學，在維持其核心價值的同時，也同時需要對快速變化世界中所產生的機會與挑戰，做出積極的反應。從歷史也告訴我們，高等教育機構若要維持其傳統角色，就必須因應變化中的環境不斷調適，不斷改變。 臺北醫學大學自1960年創校52年以來，經歷百事待舉，穩中求進，展步邁進等發展階段，從三個學系，發展至今七大學院，13學系，20研究所，以及三所附屬醫院（北醫附設醫院，萬芳醫院，雙和醫院），2012年QS亞洲大學排名，臺北醫學大學榮登亞洲排名第64名。臺北醫學大學在台灣高等教育中，有其獨特之處，北醫大為一所私立大學，沒有政府公務預算的挹注，也缺乏財團或宗教團體的奧援下，運用其有限資源，透過不斷的組織變革，展現北醫大的辦學特色及其強烈企圖心。 本研究以個案研究法，藉由透過臺北醫大學為個案，探討北醫大在組織變革中之變革面向，以及其組織變革之成功關鍵因素。本個案分析之結果如下：臺北醫學大學組織變革面向包括：機構宗旨，財務，特色，組織與管理，學術，外部關係，組織文化。而在臺北醫學大學組織變革中之關鍵成功因素則包括：創造危機意識與轉型共識，成功選擇組織領導人，組織變革團隊，有效廣泛溝通學校願景，授權與激勵推動改革，利用外部評鑑，營造先虛後實的氛圍，塑造變革組織文化。本論文之結果將可提供台灣高等教育界未來在組織變革管理之重要參考。

Taipei Medical University was established in 1960. In the past 52 years, Taipei Medical University has developed from a three-departments to currently, seven colleges, 12 schools, 26 graduate institutes, and three affiliated hospitals (Taipei Medical University Hospital, Wan-Fang Hospital, and Shuang-Ho Hospital). TMU ranked as 64th in the QS Asia University Ranking in 2012. As a private university, TMU does not receive regular funds from the government, business, or religious groups. However, TMU takes the advantage of its excellent location and its several important core competencies to transform itself into a world class university. In this thesis, we use Taipei Medical University as a case to analyze the domains of transformation and the key successful factors in the transformation of Taipei Medical University. The results reveal that several domains have been transformed in Taipei Medical University, including mission, financial structure, characteristics, organization and management, academic, external relationships, and organization culture. The key successful factors in the process of Taipei Medical University include sense of crisis and consensus building, appropriate selection of leaders, organize transformation team, extensively communicate university vision, empower and motivate transformation, use advisory committee, build up transformation culture. Results from this case study can provide important implications for future university transformation management.