管理能量是組織中最重要亦是最稀少的資源，尤其在現今機會無窮、瞬息萬變的時代，需不斷地開發新市場、技術突破創新、處理許多新關係等，拔擢一位優秀的管理人員為組織引航，勢必會在群雄四起的激烈競爭環境下，在管理創新上有所突破，並為組織打造一片屬於自已的藍海。
近年來政府積極推動金融改革政策，使得金融業間的整併越趨白熱化，在如此競爭激烈的金融環境下，遴選一位合適的中階管理人員宣達組織政策、凝聚員工向心力並推動組織文化融合，將有助於組織因應變遷。故本研究藉由相關文獻探討、學者諮詢及14位金融業界人士之意見彙整後，建構出一套屬於金融控股公司之中階管理人員遴選指標集，包含了環境偵測與反應能力、分析與策劃能力、統籌及掌控能力、領導能力、人格特質及自我發展等6大主準則及決策者認為遴選管理人員時重要程度較高之24項次準則。
　　此外為探究現今金融控股公司管理人才條件需求的權重，本研究運用模糊分析層級程序進行對偶比較，分析出各主/次準則及整體準則權重之間的關係，研究結果發現，在主準則方面決策者認為人格特質的權重最高，在整體準則權重上則以主動學習能力、情緒管理及危機處理能力分列為權重最高之前三名。建構整體遴選架構權重的目的在於可提供決策者在遴選管理人員時做為參考，同時勉勵候選人朝這些方向精進自已的實力，以獲取決策者的賞識。

Management power is the most important and sparse resource in the organization, especially in the changeable century. We need to expand new market, to break through technology and to deal properly with all kinds of complicated relationship. It is important to select a superior manager to lead organization in the competitive environment. The manager bound to penetrate management innovation and to create the own blue ocean.

In the recently, the government positively promotes financial reformation strategy which results in financial holding company's merger behavior. It is important to select a suitable middle manager to convey organization strategy and promote culture fusion. By reviewing literature and consulting with fourteen marketer, this study is constructed a set of the financial holding company’s middle managers selection indexes which include six main appraisal criteria and twenty-four secondary appraisal criteria.

Besides, this study also analyzes the weights of all appraisal criteria by the Fuzzy Analytic Hierarchy Process (FAHP). The result shows that personality has the highest weight. In general, the first three highest weight include initiative learning, emotion management and crisis management. The purposes to construct this selection model can not only afford some references to decision makers but also encourage candidate to build up immense capability.

一、 中文部份
王秉鈞譯(1995)，Robbins, S. P.原著，管理學，台北:華泰。
王嘉源、王柏鴻、羅耀宗譯(2003)，Drucker, P. F.原著，杜拉克談未來管理，台北:時報文化，二版。
吳秉恩(1984)，「管理才能發展方案實施與成效關係之研究」，國立政治大學企業管理研究所博士論文。
吳思華譯(1981)，Webber, R. A.原著，組織理論與管理，台北:長橋，三版。
吳復新(2003)，人力資源管理:理論分析與實務應用，台北:華泰。
李育芬、李雅婷、趙慕芬等譯(1994)，Robbins, S. P.原著，組織行為，台北:華泰，初版。
李儀坤(2006)，「金融控股集團綜效與折價之研討」，台灣經濟金融月刊，第42卷，第3期，頁1-13。
美商宏智國際顧問有限公司(DDI)著(2003)，「如何做好360 度評量回饋」，
美商宏智國際顧問有限公司網頁資料。
宮伊呂(2003)，「金融控股公司與企業往來關係之探討」，私立東吳大學會計研究所所碩士論文。
徐村和(1998)，「模糊德菲層級分析法」，模糊系統學刊，第4卷，第1期，頁59-72。
袁世佩譯(2000)，Slater, R.原著，複製奇異:傑克.威爾許打造企業強權實戰全紀錄，台北:麥格羅希爾，初版。
莊立民、廖曜生譯(2003)，Dowling, P. J., Welch, D. E. & Schuler, R. S.原著，國際人力資源管理，台北:湯姆生出版，初版。
陳依蘋(2004)，「為什麼要併購?」，會計研究月刊，第229卷，頁14。
陳定國著(2003)，現代企業管理，台北:三民。
陳美岑譯(2001)，Porter, M. E原著，全球化競爭優勢，台北: 商周出版
陳欽奇、趙莊敏(2001)，「金融機構合併法對金融業影響及其因應之道」，臺灣土地金融季刊，第38 卷，第1期，頁151-167。
陳膺強(1994)，應用抽樣調查，台北:台灣商務印書館。
黃一峰(2000)，「管理人才評鑑方法之探討與展望」，新世紀人力資源管理研討會論文集，頁591-604。
楊子江、王美音譯(1997)，Nonaka, I. & Takeuchi, H.原著，創新求勝，台北:遠流。
齊若蘭譯(2004)，Drucker, P. F.原著，管理聖經，台北:遠流。
劉岡憬(1998)，「以360 度回饋探討主管人員自他評一致性與領導效能關係之實證研究」，國立政治大學心理研究所碩士論文。
鄧振源(2002)，計劃評估-方法與應用，基隆市:運籌規劃與管理研究中心。
魏梅金譯(2002)，Spencer, L. M. & Spencer S. M.原著，才能評鑑法:建立卓越績效的模式，商周出版，初版。

二、英文部份
Athey, T. R. & Orth, M. S. (1999), "Emerging Competency Methods for the Future," Human Resource Management, 38(3), 215-226.
Boyatzis, R. E. (1982), The Competence Manager: A Model for Effective Performance, New York: John Wiley & Sons.
Dakin, S., Nilakant, V., & Jensen, R. (1994), "The Role of Personality Testing in Managerial Selection," Journal of Managerial Psychology, 9(5), 3-11.
Duffield, C. (1994), "Nursing Unit Managers: Defining a Role," Nursing Management, 25(4), 63-67.
Erondu, E. & Sharland, A. (2002), "Managerial competence in Nigerian firms: An empirical and comparative analysis," Multinational Business Review, 10(2), 129-137.
Fayol, H. (1968), General and Industrial Management, London: Pitman.
Financial Management, Iss. HFM Resource Guide Supplement,5-11.
Gay, P., Salaman, G. & Rees, B. (1996), "The conduct of management and the management of conduct: Contemporary managerial discourse and the constitution of the "competent" manager," The Journal of Management Studies, 33(3), 263-282.
Ghiselli, E. E. (1971), Explorations in Managerial Talent, New York:McGraw-HillInc.
Goleman, D. (2004), "What makes a Leader? ," Harvard Business Review, 82(1), 82.
Gresham, S. (2003), "The art-and science-of Manager Selection," Career and Technical Education, 27(10), 84-85.
Guthrie, J. P. & Datta, D. K. (1998), "Corporate Strategy, Executive Selection, and Firm Performance," Human Resource Management, 37(2), 101-115.
Handy, C. (1995), Beyond Certainty: The Changing World of Organization, MA：Harvard Business School Press, Boston.
Hay, J. (1990), "Managerial Competence or Managerial Characeristics? ," Management Education and Development, 21(5), 305-315.
House, J. (1971), "A Path Goal Theory of Leader Effectiveness," Administrative Science Quarterly, 16(3), 321.
House, R. J. & Mitchell, T. (1974), "Path-Goal Theory of Leadership," Journal of Comtemporary Business, 3(4), 81-97.
Ishikawa, A., Amagasa, M., Shiga, T., Tomizawa, G., Tatsuta, R. & Mieno, H. (1993), "The Max-Min Delphi Method and Fuzzy Delphi Method via Fuzzy Integration," Fuzzy Sets and Systems, 55, 241-253.
Katz, R. L. (1986), "Skills of an Effective Administrator," Harvard Business Review, 64(2), 178.
Klir, G. J. & Yuan, B. (2002), Fuzzy sets and fuzzy logic:theory and applications, Pearson Education Taiwan Ltd Taiwan ed.
Lawler III, E. E. & Finegold, D. (1997), "CEO Selection: Why Boards Get It Wrong," Industry Week, 246(21), 90-92.
Ledford, G. E. (1995), "Paying for the skill, knowledge, and competencies of knowledge workers," Compensation and Benefits Review, 27(4), 55-62.
Levinson, H. (1994), "Beyond the Selection Failures," Consulting Psychology Journal, 46(1), 3-8.
Lombardo, M. M. & Eichinger, R. W. (1997), "HR's Role in Building Competitive Edge Leaders," Human Resource Management, 36(1), 141.
Losey, M. R. (1999), "Mastering the Competencies of HR Management," Human Resource Management, 38(2), 99-102.
Macy, G. J. (1994), "The Selection of General Managers: Some Potential Problems and Suggestions," Journal of General Management, 12(3), 76-87.
Management Development," 9(6), 32-40.
McClelland, D. C. & Burnham, D. H. (2003), "Power is the Great Motivator," Harvard Business Review, 81(1), 117.
McClelland, D. C. (1973), "Testing for competence rather than for intelligence," The American Psychologist, 28(1), 1-14.
Mintzberg, H. (1990). "The Manager’s Job: Folklore and Fact," Harvard Business Review, 68(2), 163-176.
Mintzberg, H. (1980), The nature of managerial work, Englewood Cliffs, Nj: Prentice-Hall.
Mirrow, G. (1988), "Crafty Management," Management Today, 12(5), 5.
Moravec, M. & Tucker, R. (1992), "Job Descriptions for the 21st Century," Personnel Journal, 71(6), 37.
Nordhaung, O. (1993), Human Capital in Organizations: Competence, Training, and Learning, Norway: Scandinavian University Press.
Paolillo, G. G. (1981), "Role profiles for Manager’s at Different Hierarchical Levels," Academy of Management Proceedings, 12(1), 72-76.
Parry, S. B. (1998), "Just what is a competency ?(And Why Should You Care?)," Training, 35(6), 58-61.
Quy, N. H. (2001), " In praise of middle managers," Harvard Business Review, 79(8), 73-79.
Raelin, J. A. & Cooledge, A. S. (1995), "From generic to organic competencies,” HR. Human Resource Planning, 18(3), 24.
Rajadhyaksha, U. (2005), "Managerial Competence: Do Technical Capabilities Matter?," Vikalpa: The Journal for Decision Makers, 30(2), 47-56.
Robert, Q. E., Faerman, S. R., Thompson, M. P. & Mcgrath, M. R. (1996), Becomimg a Master Manager：a Competency Framework, New York:John Wiley and Sons.
Saaty, T. L. & Vargas, L. G. (1994), Decision making in economic, political, social, and technological environments with the analytic hierarchy process, RWS Publications, Pittsburgh.
Saaty, T. L. (1980), The Analytic Hierarchy Process, McGraw-Hill, New York.
Sandrick, K. (1996), From CFO to CEO:What Does It Take to Make the Leap?. Healthcare Financial Management
Sandwith, P. (1993), "A hierarchy of management training requirements: The competency domain model," Public Personnel Management, 22(1), 43-62.
Sessa, V. and Taylor, J. (2000), Executive Selection: Strategies for Success. San Francisco, CA: Jossey-Bass.
Swiercz, P. M. & Ezzedeen, S. R. (2001), "From Sorcery to Science: AHP, a Powerful New Tool for Executive Selection," Human Resource Planning, 24(3), 15-26.
Tam, M.C.Y. & Tummala, V. M. R. (2001), "An application of the AHP in vendor selection of a telecommunications system," Omega, 29(2), 171-182.
Tett, R. P., Guterman, H. A., Bleier, & Murphy (2000), "Development and Content Validation of a `Hyperdimensional' Taxonomy of Managerial Competence," Human Performance 13(3), 205.
Wareham, J. (1996), "The CEO as Emperor," Across the Board, 33(8), 49-50.
Westley, F. & Mintzberg, H. (1989), "Visionary leadership and strategic management," Strategic Management Journal, 10, 17-32.
Yau, W. S. L. & Sculli, D. (1990), "Managerial Traits and Skills". The Journal of Management Development, 9(6), 32-40.
Zadeh, L. A. (1965), "Fuzzy sets," Information and control, 8(3), 338-353.
Zadeh, L. A. (1973), "Outline of a New Approach to the Analysis of Complex Systems and Decision Process," IEEE transactions on systems, man and cybernetics, SMC-2, 28-44.