| 摘要: | 在全球自由經濟發展的趨勢下，我國逐漸邁入以工商業為主軸的經濟發展模式，在國際化的競爭壓力下，追求高度效率與效能是必然的趨勢。然而，處於相對弱勢的我國小規模農業生產者，要面臨的市場競爭與挑戰似乎也越加險峻。因此，農業生產者經常需要透過農業組織，以獲取各項不同功能性質的指導和農業經營的支援，期待提高個人與組織的競爭能力並獲得合理的報酬。目前我國的農業產銷班是所有農業組織中，數量比例最高也是距離最為貼近農民的組織。但是在因應市場競爭以及市場國際化的過程中，農業產銷班作為農業生產組織，其「領導形態」、「組織文化」以及「組織效能」也必須展現出與過去有所不同的方式，才能獲取永續經營的機會。當變革發生的時候，個人和組織之間的利益關係、矛盾衝突等必然會有所調整；不同產業別的農業產銷班，為了凸顯組織的存在價值，則是努力蘊孕具有差異性的組織文化；隨著組織的內外部事業活動範圍日漸擴充，組織營運的效能也會受到影響。因此，農業產銷組織應該如何更具包容性地協調，以引導各成員達成共識，進而強化組織的競爭優勢，遂成為重要而有趣的課題。本研究透過競值理論的架構，以我國農業產銷班為研究對象，針對其領導型態、組織文化與組織效能之間的相互關係進行研究討論。藉由研究過程，探究在競值架構中「領導形態」、「組織文化」以及「組織效能」對於農業產銷班組織的適用性。同時分析農業產銷班組織中，不同領導型態構型與組織文化類型對組織效能的影響。本研究共計發放調查問卷386份，剔除無效問卷後，總計有效問卷為242份，回收率達62.69%。問卷回收之後以敘述性統計、信?分析、變??分析、Duncan 差異比較分析、皮爾森積差相關、多元迴歸分析等統計方式進?資?分析討?。研究結果顯示：領導型態、組織文化與組織效能彼此之間具有顯著水準性。故證實運用競值理論架構於我國農業產銷班組織是具有正面價值。實證結果指出目前農業產銷班組織的領導型態偏重於「目標取向型」，而整體產銷班組織以「共識型文化」居多，對整體組織效能而言，著重以「人際關係效能」模式的表現。另外，每個產銷班組織中，其實都存在不同構型的領導型態和不同類型組織文化，只是表現的強度不同而造成程度上的差異，透過競值理論架構的探討，可預測出領導型態和組織文化的取向程度對整體組織的影響。對於較欠缺的變數影響層面可經思考加以調整。以供農業相關組織在日後協助和輔導產銷組織時，能以更均衡的領導與文化的觀點切入組織效能的思索，提出具體的建議作參考。
The economic development model of industry and commerce evolved the major economy in Taiwan, due to the global free economic developed; people who followed the highly efficiency and efficacy on business under the pressure of international competition was certainly. Therefore, the market competition and challenges for the producer of small-scale agriculture became serious gradually. Accordingly, the producer of agriculture needed to learn the different guidance and assist in the management through the agricultural organizations, not only to raise the competition among self and organization, but also can get the rational reward. The management of agricultural production in Taiwan which had the high ratio quantity and approached the producer in all of the agricultural organizations; nevertheless, the “Leadership Style”, “Organizational Culture” and “Organizational Effectiveness” of them also progressed than the past, in order to get the opportunities of sustainable management. The benefit and the conflict between organizations and self must be adjusted when the transformation happened. The management of agricultural production in different industries trained hard to achieve the distinguishable organization and proved the existence value of organizations; the efficiency for the operation of organizations also affected by the expand of organizational activities on the inside and outside. For that reason, the topic was interesting to discuss how to coordinate enduring, achieved the common consensus, and strengthened the advantage of organizational competitions among the management of agricultural production. This research attached great importance to the relationship among “Leadership Style”, “Organizational Culture” and “Organizational Effectiveness” of the management of agricultural production through the “Competing Values Framework”. In the cause of known the suitability for them and analysed the effect of “Leadership Style” and “Organizational Culture” upon “Organizational Effectiveness”. The methods of the research utilized the way of survey questionnaire, the number of questionnaires was 386 totally, after eliminated from the invalid questionnaires got the valid amount was 242 in the end, the response rate was 62.69%, and analysis for the valid questionnaires utilized the ways of statistics as “Descriptive Statistics”, “Reliability Analysis”, “Analysis of variance”, “Difference Comparison Analysis”, “Pearson Product-Moment Correlation”, and “Multiple Regression”. The effect on the data revealed that the relationship among “Leadership Style”, “Organizational Culture” and “Organizational Effectiveness” had positive connections; therefore, this research proved the “Competing Values Framework” built on the management of agricultural production was effectively. The leadership style in the management of agricultural production trended to the “Rational Goal Model”; the entire management productions trended to the “Common Consensus Culture ”, and emphasized the expression of “Human Relations Model”. In addition, each the management production all existed in different kind of “Leadership Style ” and “Organizational Culture”, only the different expression intensity caused the varied of level; this research could forecast that “Leadership Style” and “Organizational Culture” effected upon the entire organizations through the discussion on “Competing Values Framework”, also could adjust and consider the weakness variance of effect level. This research can contribute the further thinking and suggestions towards the agricultural relationship organizations, and assist them in guiding the management of organization production. |
