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題名 | 部門間權力的動態分析模式 |
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作者 | 黃培文; | 書刊名 | 南臺工商專校學報 |
卷期 | 20 1994.11[民83.11] |
頁次 | 頁143-149 |
分類號 | 494.2 |
關鍵詞 | 權力泉源; 戰略式應變理論; 制度化; Source of power; Strategic contingency theory; Institutionalization; |
語文 | 中文(Chinese) |
中文摘要 | 本文以部門間權力及其與權力泉源(Source of power)之間的關係為研究主題! 首先由權力的意義的掌握,權力決定因素的探討,導引出組織構造特性的控制模式,並對相 關實證研究作深入的檢證。本文並透過這些檢證結果,將權力區分為「作為結果( Outcome )的權力」與「作為決定因素」( Determinant )的權力」。 而這個重要的概念即是制度 化( Institutionalization )。部門採用制度化的手段,達成權力永續化的目的。最後本 文建立部門間權力的動態分析模式, 即分權力為 T1 期與 T2 期,T1 期的權力經過自我永 續化與制度化的執行,推動環境,形成權力泉源,而獲得 T2 期的權力。 |
英文摘要 | The theme of this paper is to discuss the relationship between Interdepartmental Power and Source of Power. First, this paper talks about the meaning of power and discusses how it happens (Determinant) and how the Structural Conditions Intraorganizational Power is derived from the meaning of power. Power can be divided into Power of Outcome and Power of Determinant. The most important is Power-Institution. A department uses the power in an institution to manipulate people to achieve its power permantly (self-Perpetuation) . Last, the paper talks about the analysis model of Interdepartmental power and it can have 2 stages T1 and T2. In T1, the power uses Self-Perpetuation and Insitutionalization to create an invironment and thus becomes Source of Power, later the power in T2 is gained. |
本系統之摘要資訊系依該期刊論文摘要之資訊為主。