查詢結果分析
來源資料
頁籤選單縮合
題 名 | 農會會員對農會實施日本農協學識經驗理事制度意願之研究=Study on Farmers' Association Members Willingness to Adopt the JA Professional Management Directors System |
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作 者 | 吳俊傑; 蔣憲國; | 書刊名 | 中華農學會報 |
卷 期 | 7:1 民95.02 |
頁 次 | 頁55-76 |
分類號 | 431.55 |
關鍵詞 | 總幹事; 日本農協學識經驗理事; 意願; Farmers' association executive manager; Professional management directors fo the Japan agricultural cooperative; Willingness; |
語 文 | 中文(Chinese) |
中文摘要 | 總幹事制度實施至今,產生了許多問題與爭議,如總幹事的產生方式,總幹事權力過大、理事會功能不彰、派系介入嚴重等重大問題。 在農會供銷、推廣、保險事業亟待革新、突破之時,近年來在經濟不景氣下,信用部也弊端叢生。財政部分別於九十年九月及九十一年七月依法將二十七家及七家淨值為負責之農會信用部強制由銀行接管,顯現農會信用部問題之嚴重性。因此,實有必要從經營者制度之改革來解決總幹事現存之重要問題。日本農協於1996年新採行之經營管理委員會之制度,是由多位學識經驗理事(所謂專業人才)組成理事會來負責經營農協。故本研究擬引入日本農協的學識經驗理事組成農會之高階經營團隊來取代農會由總幹事一人之經營管理方式。 本研究以農會會員研究對象,採問調查方式獲的有效問卷409份,作為研究分析之基礎。整體而言,有82.89%之會員對總幹事制度之評價屬中下程度,主要項目有(1)總幹事要同時擁有各事業能力是較困難;(2)總幹事一人主導員工之人事大權;(3)總幹事一人獨攬農會經營大權。因此,整個總幹事制度應有很大之改善空間。在受訪會員有88.26%贊成農會實施學識經驗理事制度,而實施此制度最主要帶來正面結果為(1)可解決農會專業人才之不足;(2)防止總幹事一人掌控農會經營;(3)可使農會派系的紛爭降低,選舉單純。但仍會有(1)現任總幹事及既得利益者之反彈;(2)業務決策易產生多頭馬車之情形;(3)農會經營規模小,不適合此經營方式等負面之結果。 從迴歸分析中發現,影響會員對總幹事制度評價之重要因素有所屬農會總幹事經營業務表現、教育程度,此兩變項為正向影響。影響會員實施學識經驗理事制度意願之因素有年齡、推廣業務參與程度、教育程度、農會組別、對總幹事制度之評價等五個變項。對總幹事制度之評價及農會組別二變項為負向影響,而年齡、推廣業務參與程度、教育程度三變項為正向影響,而最主要影響意願的因素為對總幹事制度之評價。 |
英文摘要 | Many problems have arisen in the Executive Manager System of Farmers’ Associations. These include, the method for selecting the Executive Manager, the excessive power and insufficient management talent of the Executive Manager, the weak Board of Director, factionalism and so on. Innovation was originally necessary in the departments of supply, extension, and insurance businesses of farmer’s Associations. Given the recent sluggish economic growth, many abuses have occurred in credit departments. On September 27th, 2001 and July 7th 2002, the Finance Ministry forced the farmers’ 27 units of Association Credit Departments, that had a negative net production value, to be taken over by banks. This act highlighted the extent of the problems in the Farmers’ Association Credit Departments. The Farmer’s Association problems clearly require innovative management systems if they are to be solved. Notably, the Japan Agricultural Cooperative adopted a new system, the Professional Management Board System, in 1996. This Management Board is comprised of numerous Professional Directors that operate the Farmer’s Association. This study enquires into the feasibility to replace the current single executive manager of Farmer’s Association with a Professional Managing Director Board. The investigation focuses of Farmer’s Association numbers. This analysis is based on 409 valid samples obtained from investigations. Overall 82.89% of Farmer’s Association members appraised the current Executive Manager system regulations as having medium or low fitness. The most frequent appraisal items included: (1) It is difficult for the Executive Manager to possess professional knowledge on a range of businesses. (2) The Executive Manager monopolizes personnel decision. (3) The Executive Manger monopolizes Farmers’ Association business operations. Consequently, significant room remains for improving the Executive Management system; 88.26 or Farmer’s Association members agreed to adopt a professional managing director system. The main positive effect of adopting this system was: (1) Resolving the lack of professional talent problems in Farmers’ Associations; (2) Preventing Executive Managers from monopolizing Farmers’ Association business operations; (3) Reducing factional discord in Farmers’ Associations and simplifying elections. However, negative effects also occurred , namely: (1) Resistance from the incumbent Executive Manager and other vested interests; (2) Policy making situations involving too many chiefs; (3) Farmer’s Association with too small an operating scale that are not suited for this system. Multiple-regression analysis results revealed that the key influences on the Executive Manger System appraisal by members in clued the Executive manager’s business operation performance and education level. Both of these variances have positive effects. The key influences on the willingness of members’ to adopt a Professional Managing Director System include: age, level of participation in business extension, education, financial condition, and the member’s Executive Manger System appraisal. The financial condition and Executive Manager System appraisal by members are negative effects. The other effects were positive. The primary influence on the willingness of members of adopt the JA professional managing director system is the Executive Manager System appraisal. |
本系統中英文摘要資訊取自各篇刊載內容。