台灣企業事業部的決策自主性探討 -以事業部領導人觀點出發

Abstract

以台灣企業事業群領導人的觀點，探討事業群領導人在被賦予達成事業群獨立績效目標的同時，既要接受來自總部職能部門的協助、監督與指導，又要和其他事業群之間維持競爭又合作的關係，其真正的決策自主性受到那些內在因素的影響。本研究針對發生在國內某科技公司組織演變的個案，經由該個案公司從初創立時的功能別組織，轉變成事業部制組織的歷程中，所出現的管理議題，與該公司負責人採取的對策，對應出事業部領導人決策自主程度的變化。並佐以訪談六家台灣知名企業的資深事業群領導者，就其個人在該公司事業群組織執行營運管理的經驗、觀察與心得，彙整歸納出從事業群領導者觀點對於達成被交付績效目標，其所期望的決策自主程度和影響因子。以期透過本論文能提供企業最高管理當局在集權控制與分權管理上做出最適性的安排。

This paper, rooted from the perspectives of business divisional heads in Taiwanese firms, identifies and studies the issues of business divisional decision-making autonomy. While those business divisional heads are given the individual performance targets to achieve, they also take the assistance, supervision and instructions from corporate central organization, as well as maintain a sound relationship of collaboration yet competition with other business divisions within the company. The study is based on a real case of a Taiwanese technology company. Where the management issues arose from the evolution of their organizational structure, and the tactics taken by the company top manager to reflect the influence on business divisional decision-making autonomy, during the process from a function-based organization transitioned into current business division based organization. In addition, there were interviews with business divisional leaders of 6 selected well-known Taiwanese firms as well.Which provides an analyzed summary of their expectations on autonomy, and related influential factors per their years of business divisional operation experiences, observations and learnings. Finally, suggestions based on this study are proposed to Taiwanese corporate leaders for their further reference on the more appropriate arrangement balance as regard to centralized control and decentralized management.