台灣不動產經紀業的組織發展與變革個案研究

Abstract

中文摘要 台灣的不動產經紀業發展超過30年的時間，本研究者在1994年加入台灣房屋地產集團關係企業，並在1999年參與不動產經紀業管理條例立法過程，台灣參考美國、日本的經紀業管理制度，立法院在1990年就有「不動產仲介業管理條例草案」，歷經了十年的醞釀，在1999年1月15日立法院三讀通過，2月3日總統府令公布，2月5日正式生效，台灣不動產經紀業，正式邁向法制元年。 法制化後人必歸業、業必歸會，經紀人員證照制度；台灣不動產經紀業法制化迄今15年，蓬勃發展，有直營店、加盟店，有高專經營、普專經營，也從百家爭鳴的戰國時代，逐漸趨向於集團化經營、從本土在地化演進到國際化行銷；從業人員也從介紹人、中人的年代，一躍成為需要國家考試的專業不動產經紀人員；民眾交易安全獲得保障，更重要產業形象也大幅提升。 台灣房屋地產集團成立三十年，歷經1990年股市崩盤、1997年亞洲金融風暴、921大地震、2000年網路泡沫化、乃至2008年金融海嘯，安然度過每個挑戰，規模由中壢1家店4張桌子6位同仁，到今天國內外，500家門市、2000多個通路據點、8000多位同仁、多品牌、多角化經營，尤其近10年的快速擴張中，面臨的問題已不只是市場的快速變化，更涵蓋到政府法令變革、科技快速發展、組織結構調整，對於高階管理階層，絕對是一個全新又富挑戰性的領域。 不動產經紀業的盛衰，受到政策方向、經濟發展、社會結構、科技創新、環保意識影響至鉅，因此本研究以PESTE環境為背景，分析台灣不動產經紀業的發展過程，並選擇台灣房屋為個案研究對象，描述個案公司在台灣的不動產環境背景中，用組織生命週期模型分析組織變革與組織發展策略訂定，如從2007年台灣高鐵通車迄今，快速以區域經營的中小型不動產經紀業者，在短短七年中成為全國性、多品牌、國際代銷、多角化的集團化經營，以個案研究分析組織生命週期模型每個階段的特徵，實際與理論的比對，提供未來的發展與建議。 本研究者任職台灣房屋地產集團逾二十年，長期觀察、參與產業與個案公司發展，以個案研究分析組織生命週期模型每個階段的特徵，透過實際與理論的比對，鑑往知來，期望在理論的基礎中，尋找實務的方向。

THESIS ABSTRACT SENIOR PUBLIC ADMINISTRATION COLLEGE OF MANAGEMENT NATIONAL TAIWAN UNIVERSITY NAME： Ho-Ming Chou MONTH/YEAR：NOVENBER, 2014 ADVISER：Chia-Shen Chen , Ph.D. TITLE：Case Study of Organizational Development and Change in Taiwan's Real Estate Brokerage Industry Abstract Taiwan’s real estate brokerage industry has developed over 30 years, the researcher joined Taiwan Housing Real Estate Group affiliates in 1994, and participated in real estate brokerage management legislation. Originally, Taiwan's legislation took the brokerage management system of United States and Japan as reference, the legislature in 1990 proposed Real Estate Agency Industry Management Bill, after ten years’ consideration and the third reading, it was finally passed on January 15, 1999, and announced by President’s office on February 3rd and went into effect on February 5th, which led to legislation. After legalization, the individuals join the company, and the companies join the union, the broker’s license system has been put into practice. Taiwan’s real estate brokerage industry has developed 15 years, which is booming, gradually from the retail stores and franchisee to group management, from the local to the international market. The real estate practitioners also need pass national qualifcation test and become more professional, the security of public transaction has been granteed and more important is the image of the inducstry has been improved dramatically. Been established for 30 years, Taiwan Housing Estate Group has come through the Taiex crash in 1990, Asian financial crisis in 1997, the earthquake of September 21st in 1999, the internet bubble in 2000 and financial tsunami in 2008, and become a multi-brand and diversified national group with 500 retail sales, 2000 locations and 8000 staffs, while it was just a small company with 4 desks and 6 staffs. During recent 10 years’ rapid development, the problems are not just the changes of market but more about the changes in goverment regulations, the rapid development of the global information technology and organizational restructing, for the top management, it is a new field full of challenges. The rise and fall of the real estate brokerage industry are greatly impacted by the policy direction, economic development, social structure, technological innovation and environmental awareness, therefore the researcher used PESTE analytical method and selected Taiwan’s housing as case study, describing how the organizational change and organizatioal development strategies of Taiwan’s housing are made through the organizational life cycle model, and since the high speed train opened in 2007 up to now, the small and medium real estate brokerage industry had developed rapidly during last seven years and become the nationwide, multi-brand groups with international sales and diversification, so the researcher used the case study to analyze the phase characteristics of the organizational life cycle model. Through the contrast of fact and theory, this study provided the development advice for real estate industry. The researcher has been working in Taiwan Housing Real Estate Group over 20 years, through a long-term observtion and participation in the development of the case company, analyzed the phase characteristcs of organizational life cycle model, based on the contrast of reality and theory, providing the practical dirctionfor real estate industry.