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Author: 黃慧娟
Hui-Chuan Huang
Thesis Title: 以層級分析法探討銀行環球交易服務營運部部門主管評選之關鍵準則
Using AHP to Determine Key Criteria for the Evaluation of the Head of Global Transaction Service Operations of Banks
Advisor: 喻奉天
Vincent F. Yu
Committee: 郭人介
Ren-Jieh Kuo
林希偉
Shi-Woei Lin
Degree: 碩士
Master
Department: 管理學院 - 管理研究所
Graduate Institute of Management
Thesis Publication Year: 2013
Graduation Academic Year: 101
Language: 中文
Pages: 67
Keywords (in Chinese): 銀行環球交易服務營運領導者管理者職能層級分析法
Keywords (in other languages): Bank, Global Transaction Service Operations, Leader, Manager, Competency, Analytic Hierarchy Process
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  • 「如何在現今的人力市場裡(包括銀行內部與外部)尋覓到最具資格、最有能力的主管來帶領環球交易服務營運部整個團隊以迅速、確實的效能來完成所賦予的任務?」是本研究的動機。因而「團隊領導人到底需要具備哪些關鍵職能,才能成為稱職、出色的環球交易服務營運部部門主管呢?」就成為本研究的中心議題。經過文獻探討加上實務經驗而透過AHP層級分析法來設計專家問卷。接著,訪談受訪專家及與其保持聯繫直至Expert Choice 2000執行出有效的問卷結果為止。將問卷結果分析後得知如下的結論:
    1. 「主動與積極態度」、「自我管理」、「廣納意見」、「目標設定」以及「專業知識與技能」等五項是評選該部門主管的關鍵職能準則。
    2. 若此部門主管的階層定位越高、所帶領的部門越大,則「主動與積極態度」、「自我管理」、「廣納意見」的重要性權重就越高。
    3. 越資深的參與者越認定「人格」是成為稱職的環球交易服務營運部門的部門主管,最為重要、最為關鍵的因素。主因是根據過往的經驗,表現優秀的環球交易服務營運部部門主管皆具有「主動與積極態度」與「自我管理」這兩方面的人格特質。
    最後,依據本研究的發現,建議如下:
    1. 提供努力的方向給在此領域的資淺主管或對此領域有興趣的同仁,鼓勵他們要不斷地學習將聚焦從「事」的管理挪移至「人」的管理。極盡所能地訓練、培養自己成為具備有「主動與積極態度」和「自我管理」兩項人格特質的人;期許自己是管理者也是個團隊領導者,在職業生涯中,跨出中階主管而邁向中高階主管。
    2. 建議銀行在做此部門主管培訓或培訓其接班人時,應加強「主動與積極態度」和「自我管理」這兩項的訓練比重。因為這兩項與人格相關的職能準則是成為此部門優秀主管的關鍵因素。


    The motif of this study is “How to recruit a qualified Department Head for the Global Transaction Service Operations (GTS OPS) in a bank, who has the capacity to provide high quality of service to customers by leading the whole team of GTS OPS with effectiveness and efficiency?”. Thus, the critical issue of this study is “What are the key competencies to keep the team leader of GTS OPS as a qualified and outstanding Department Head?”
    AHP (Analytic Hierarchy Process) is the study method used, through which the conclusions are as follows:
    1. The five key competencies for this Department Head are “Positive and Active attitude”, “Self-Control”, “Open-Mind to All the Different Ideas”, “Goal Setting” and “Professional Knowledge and Skills”.
    2. The higher position the Department Head has got, the higher weighting is for “Positive and Active attitude”, “Self-Control”, and “Open-Mind to All the Different Ideas”.
    3. All the participants who are with much more experience or higher positions consider that “Personality” is the most important criteria to evaluate the Department Head. According to the past experience, all the outstanding Department Heads have got both competencies of “Positive and Active attitude”, “Self-Control”, which are related to “Personality”.
    This study provides the following two suggestions for reference:
    1. To those who are interested in the position of this Department Head, this study encourages them to move from managing matters to managing people , and to expect themselves not only a manager but also a leader. In a word, they have to focus on training themselves to be the persons who are with “Positive and Active attitude” and “Self-Control”.
    2. To the training unit of the bank, this study suggests to provide much more training courses related to “Positive and Active attitude” and “Self-Control” to this Department Head or to his/her successor because the mentioned two competencies are the key criteria to evaluate the Department Head of GTS OPS according to this study result.

    摘要.........................................ii Abstract...................................iii 致謝..........................................v 目錄.........................................vi 圖目錄.....................................viii 表目錄.......................................ix 第一章 緒論....................................1 第一節 研究背景與動機............................1 第二節 研究目的.................................2 第三節 研究範圍與限制............................2 第四節 研究架構與流程............................3 第二章 文獻探討.................................6 第一節 環球交易服務營運部簡介.....................6 第一項 貿易服務作業科............................6 第二項 存匯作業科...............................7 第二節 環球交易服務營運部部門主管定位...............8 第三節 管理階層之管理者..........................10 第四節 管理者的職能.............................12 第一項 專業的職能...............................12 第二項 管理的職能...............................13 第五節 管理者與領導者............................14 第三章 研究設計與方法............................19 第一節 層級分析法簡介............................19 第一項 層級分析法的基本假設與特性..................19 第二項 層級分析法的運用範疇與優點..................20 第三項 層級分析法的流程..........................21 第四項 層級分析法主要的流程說明...................22 第二節 採層級分析法之研究過程介紹.................27 第四章 研究結果與分析...........................29 第一節 評估準則的選擇與定義......................29 第二節 本研究專家問卷的進行方式...................33 第一項 受訪專家的分佈範圍........................33 第二項 問卷進行的方式...........................34 第三項 問卷設計內容............................36 第三節 專家問卷結果............................37 第四節 問卷結果分析............................43 第一項 第一層七大衡量構面結果分析.................43 第二項 第二層二十五項評估準則結果分析..............48 第五章 結論與建議..............................51 第一節 研究結論...............................51 第一項 研究發現...............................51 第二項 管理意涵...............................53 第二節 後續研究建議............................54 參考文獻.....................................56 中文文獻.....................................56 英文文獻.....................................57 參考網站.....................................58 附錄一 AHP 專家問卷..........................59

    中文文獻
    1. 魏梅金譯(2005),“才能評鑑法”,第五版,商周,臺北。
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    英文文獻
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    14. Parker, G. M. (1990), “Team players and teamwork: The new competitive business strategy”, San Francisco: Jossey-Bass Inc., Publishers.
    15. Rifkin, K., Fineman, M. & Ruhnke, C. (1999), “Developing Technical Managers-First You Need a Competency Model”, Research Technology Management, Vol. 42(2), pp. 53-57.
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    17. Saaty, T.L. (1990), “How to make a decision: The Analytic Hierarchy Process”, European Journal of Operational Research, Vol. 48, pp. 9-26.
    18. Spencer, L. & Spencer, M. (1993), “Competence at Work: Models for Superior Performance”, N.Y.: John Wiley & Sons, Inc.
    19. Thomas, J.B. & Kenneth, P.D.M. (1996), “Diagnosing Whether an Organization Is Truly Ready to Empower Work Teams: A Case Study”, Human Resource Planning, Vol. 19, pp. 38-47.
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