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Author: 蔡宗侑
Tsung-You Tsai
Thesis Title: 新組織發展的難題~以國營事業民營化為例
The development barrier of new organizations - A case study of the privatization of state-owned enterprises
Advisor: 鄭仁偉
Jen-Wei Cheng
Committee: 陳俊男
Chun-nan Chen
呂志豪
Shih-Hao Lu
鄭仁偉
Jen-Wei Cheng
Degree: 碩士
Master
Department: 管理學院 - 企業管理系
Department of Business Administration
Thesis Publication Year: 2021
Graduation Academic Year: 109
Language: 中文
Pages: 28
Keywords (in Chinese): 藍海策略團隊建立衝突管理技術商品化生產導向行銷導向
Keywords (in other languages): Blue ocean strategy, Team building, conflict management, Technology commercialization, Production orientation, Marketing orientation
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  • 個案公司中華電信是台灣國營企業中,民營化最成功的案例之一。然而,個案公司歷經電信總局、公司化到民營化,轉型過程一路走來跌跌撞撞,歷經低潮,還曾一度行動市占率輸給競業,電信龍頭寶座岌岌可危,隔年發生員工走上街頭包圍行政院事件。後經上下一心尋求突圍,終於逆轉勝,再度成為電信業標竿。
    從2003迄今,18個年頭歷經六位官派董事長,與技術職的總經理互為搭配,成為雙首長制。官派董事長帶來新思維,內升總經理落實策略,整合內部資源,戮力完成任務目標。
    個案公司在民營化過程,面臨缺乏成長動能,營收下滑,同仁對於公司化、電信自由化忐忑不安。企業客戶分公司王總經理在面對董事長交辦企業客戶營收需成長20%,非常擔心。在尋求外商管理顧問公司及拜訪大客戶後,王總產生堅定想法,並採取積極改善措施:增加客戶、增加產品、增加業務戰力。
    在增加業務戰力上,是採取「引血、混血、換血」用人戰略,積極引進有經驗的業務戰將,由業務戰將帶來新示範作用,打破公務人員心態,創造新的業務氛圍,進而帶動後勤體系。然而,王總所期待的夢想,一切都那麼美好,但現實情況卻是:組織內部衝突不斷、一人一把號,無法達到客戶需求,…等困境。
    本論文以哈佛個案撰寫,內容包括個案本文及教學指引手冊兩部分,透過老師引導,依個案的實際發展,帶領學生探討:以經營者觀點,尋找藍海策略,透過引血、混血及換血等手段,建立新團隊,面對老幹新枝文化衝突,以及如何由生產導向改變至行銷導向,將手上技術商品化,進而找到新藍海市場。期望本個案論文可提供企業高階管理者之管理參考。


    The case company Chunghwa Telecom is one of the most successful cases of privatization among Taiwan's state-owned enterprises. However, the case company went through the General Administration of Telecommunications, corporatization to privatization, and the transformation process has been staggered. After a low ebb, the 3G market share once lost to Taiwan's Big Brother, and employees took to the streets to surround the Executive Yuan. Later, the whole team sought to break through, and finally reversed the victory and once again became the benchmark of the telecommunications industry.
    From 2003 to the present, there have been six official chairmanships in 18 years, and they have matched each other with the general manager of the technical position, forming a dual-head system. The official chairman brings new thinking, and the general manager of Neisheng implements the strategy, integrates internal resources, and strives to complete the task and objectives.
    In the process of privatization, the company in the case faced a lack of growth momentum and declining revenue. Colleagues were uneasy about corporatization and the liberalization of telecommunications. The general manager of the corporate customer branch, Wang, was very worried about the growth of corporate customer revenue from 40 billion to 50 billion, which would be 10 billion a year, as entrusted by the chairman. After seeking foreign management consulting companies and visiting major customers, Mr. Wang had a firm idea and took active improvement measures: increase customers, increase products, and increase business capabilities.
    In terms of increasing business capabilities, it adopts the strategy of "introducing blood, mixing blood, and changing blood", and actively introduces experienced business fighters, which will bring new demonstration effects, break the mentality of public servants, and create a new business atmosphere. In turn, it drives the logistics system. However, the dream that Mr. Wang expects, everything is so beautiful, but the reality is that there are constant internal conflicts in the organization, one person has one account, unable to meet customer needs, ... and other dilemmas.
    This thesis is written based on a Harvard case. The content includes two parts: a case essay and a teaching guide manual. Through the guidance of the teacher, according to the actual development of the case, students are led to explore: from the perspective of the operator, look for the blue ocean strategy, and establish through methods such as blood introduction and hybridization. The new team faces the cultural conflict between old and new branches, and how to change from production-oriented to marketing-oriented, commercialize the technology at hand, and find a new blue ocean market.

    摘要 III ABSTRACT IV 誌謝 VI 目錄 VII 圖目錄 VIII 表目錄 IX 壹、 個案本文 1 一、 開場白 1 二、 產業背景 1 三、 個案公司及概況 4 四、 個案公司面臨之挑戰 4 (一).讓大象跳舞 6 (二)引血:八國聯軍行不行 8 (三)混血:老幹新枝 新舊磨合 10 (四) 技術產品化:由技術導向轉化成行銷導向 10 貳、 教學指引 12 一、 個案總覽 12 二、 教學目標與適用課程 12 三、 學員課前準備 13 四、 學員問題討論 13 五、 個案分析 13 六、 管理議題與參考答案 14 七、 板書規劃 23 參考文獻 28

    1. 金偉燦,莫伯尼,藍海策略,黃秀媛譯,一版,台北,天下遠見出版股份有限公司,2005年。
    2. 國家通訊傳播委員會
    https://www.ncc.gov.tw/chinese/index.aspx
    3. 中華電信官網
    https://www.cht.com.tw/zh-tw/home/cht
    4. 天下雜誌558期
    https://www.cw.com.tw/article/5061887
    5. 博客此海不同彼海?分析藍海策略例子創造無限市場商機
    https://www.compassoffices.com/zh-hant/about-us/blogs/%E6%AD%A4%E6%B5%B7%E4%B8%8D%E5%90%8C%E5%BD%BC%E6%B5%B7-%E5%88%86%E6%9E%90%E8%97%8D%E6%B5%B7%E7%AD%96%E7%95%A5%E4%BE%8B%E5%AD%90%E5%89%B5%E9%80%A0%E7%84%A1%E9%99%90%E5%B8%82%E5%A0%B4%E5%95%86%E6%A9%9F/
    6. 領導者必學 團隊發展四階段理論 https://www.watchinese.com/article/2017/23045
    7. 貝爾賓團隊角色理論
    https://kknews.cc/career/n25aolg.html
    8. 團隊發展模式(Team Development Model)-John Adair
    http://www.pataiwan.org/page/team-develop.php
    9. 衝突管理理論(Conflict Management Theory)
    https://wiki.mbalib.com/zh-tw/%E5%86%B2%E7%AA%81%E7%AE%A1%E7%90%86%E7%90%86%E8%AE%BA
    10. 害怕衝突?不如積極「管理衝突」陸洛 Lou Lu
    https://www.hbrtaiwan.com/article_content_AR0007316.html
    11. 「湯瑪斯——基爾曼衝突解決模型」(Thomas-Kilmann Conflict Mode Instrument,TKI)
    https://www.managertoday.com.tw/articles/view/51698
    12. 營銷導向(Marketing Orientation)
    https://wiki.mbalib.com/zh-tw/%E8%90%A5%E9%94%80%E5%AF%BC%E5%90%91

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