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題名 | 複雜系統在軍事組織上的應用=The Application of Complex Systems in the Military Organization |
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作者 | 蔡明智; 陳孝澤; 楊崇祺; 巫繼昇; |
期刊 | 黃埔學報 |
出版日期 | 20030300 |
卷期 | 44 2003.03[民92.03] |
頁次 | 頁233-245 |
分類號 | 591.2 |
語文 | chi |
關鍵詞 | 交互作用; 複雜系統; 軍事組織; Interaction; Complex system; Military organization; |
中文摘要 | 近年來國軍為因應時代的改變,不斷地求進步。在軍隊組織的改革方面,裁撤一些沒有效率的單位,減少軍隊組織的層級,以增強其對突發狀況的應變能力,確保其執行防衛任務的效果。而在軍事人材的培育,亦有許多創新之舉,為基層軍、士官人才之招募,開闢一個新的方向。 在一個團隊之中,成員之間必須協同工作,互相合作以完成一件任務,所以成員之間的互動會影響每個成員的工作表現及團隊的整體績效。因此,對領導者(管理者)而言,當任務來臨時,如何從現有合格的部屬中挑選適當的人員,組成一個工作團隊,以順利執行任務,是一個很有挑戰性的問題。 針對以上問題,本文利用一個含有交互作用元件的複雜系統來表示一個工作團隊,除了探討現有組合最佳化的數學模型之外,也以電腦模擬來印證其結果。最後,為了要實際了解工作團隊中成員的互動對整體工作績效有何影響,本文以陸軍官校入伍生團的軍官教育班長為樣本,作一訪談與問卷調查。研究結果顯示,大部分的基層軍官對同事的優異表現,存有正面的互動作用。 |
英文摘要 | To face the rapidly change in world situation, the military has been try to improve its organization. Some inefficiently units are dissolved to cut down the hierarchy in military organization and the sources of military officers are increased in many new directions. So the Army can improve its abilities to face unexpected situations in the future. In an organization, the team members must work together to finish a mission. So the interactions between team members will influence the contribution of each team member to the overall team performance. Therefore, It is a very important question to the manager (leader) in how to select the best candidates for each position so the resulting team has the highest performance? To answer the above question, this work applied the idea of complex system to the military organization. First, some related models in combinatorial quantitative analysis. The plurality of PSMs leads to interesting new issues-how to manage their diversity, how to combine themselves, and how to combine with more traditional approaches? The first authors Jackson and Keys (1984) theoretically proposed SOSM (system of systems methodologies), and then TSI (Total systems intervention) (Flood and Jackson, 1991), Jackson further suggested coherent pluralism (1999). Practically, Ormerod published a series of applications including Edelman prize finalist (Ormerod, 1996a, 1996b). Mingers surveyed applications in practice finding theory behind practice (Mingers & Taylor, 1992; Munro & Mingers, 2000), and theoretically proposed multi-methodology (Mingers 1992, Mingers & Brocklesby, 1996 Mingers & Brocklesby, 1997). In fact, there are a good few authors discussing these issues (Ref. Mingers & Gill, 1997; Rosenhead & Mingers, 2001). Facing a variety of combinations, in any case researchers and practitioners hardly choose the most appropriate ways for themselves. Ormerod (1996c) even said "OR entering the fray". A sharp comparison seems sensible, but hitherto there lack this type of literature. The paper attempts to fill in this gap. Here I choose Jackson, Mingers, and Ormerod's (and their colleagues') approaches for comparisons owing to four reasons: (i) they are typical (Jackson is original advocator; Mingers is evangelist & disseminator; Ormerod is pragmatic (ad hoc) practitioner.); (ii) there is more debates each other about the fundamental problems of what is "truth", "knowledge", "management science", etc.; (iii) each approach seems inadequate from its rival's criticisms; (iv) a coherent management science (a discipline) seems to likely set out by successfully providing a series of frameworks of pluralism. This information I believe that will be useful for researchers and practitioners. |
本系統之摘要資訊系依該期刊論文摘要之資訊為主。