Please use this identifier to cite or link to this item: http://hdl.handle.net/11455/24606
標題: 從組織變革探討火力電廠的營運管理以TP公司-TC發電廠為例
Studying the Operational Management of Thermal Power Plant from the Organizational Change point of view A case of TP Company TC Thermal Power Plant
作者: 劉奇宗
Liu, Chi-Tsung
關鍵字: http://etds.lib.nchu.edu.tw/etdservice/view_metadata?etdun=U0005-0207200909183500
組織變革
組織文化
溝通
領導風格
組織效能
營運管理
出版社: 高階經理人碩士在職專班
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摘要: TP公司TC發電廠是一座燃煤的火力發電廠,不但是裝置容量最大的發電廠,目前亦是全世界最大的單一火力發電廠。民國78年7月18日成立至今將近20年。從無到最大,歷經抽砂填海造地、基礎工程、機電工程、發電設備安裝、試運轉到正式發電商業運轉,一路走來備極艱辛。80-90年代亦為台灣經濟成長貢獻了一臂之力。 面對電業自由化,TP公司不再是獨佔的電力事業,民營發電廠的開放,所佔的供電比例亦愈來愈高,加上TP公司未來民營化的趨勢,形成必須考量外在競爭的壓力,做內部的組織精減或再造,以提昇營運績效是比較可行的方案。原先TC煤場管理煤炭,TC電廠使用煤炭,分別由兩個獨立的單位來管理,在溝通協調與燃料的調度上就多了一層的隔閡。本研究將對TC煤場併入TC電廠的組織變革及變革後電廠營運面的管理做深入的探討;隨著不同階段的任務別需要,搭配組織變革,分別從不同組織、組織擴充到組織合併一系列的剝析。 公營單位組織合併的變革不是一件容易的事,員工的反彈及工會的阻力等,考驗領導者的智慧,本研究從組織變革成功的考量因素,包括變革的推動力和阻力、組織文化、溝通和領導風格等四個部份來做詳細的分析與探討,另組織變革對組織效能所帶來的影響亦有深入的研究。 本研究的結論是希望從世界最大的火力發電廠探討歷經3年的組織變革過程中,除了變革成功至少必須考量的因素外,同時亦要考量成功的組織變革對組織效能有所提昇才有變革的意義。當然組織效能的提昇攸關發電廠的營運管理順利及供電可靠度的穩定。最後亦希望從中構思找出另一個更理想的組織架構,對擁有1,000名員工的TC發電廠提供最有利的營運管理,同時亦可提供既有或新增的火力電廠參考。
TP Company-TC Thermal Power Plant is a fossil (coal- fired) power plant. The installation capacity is the biggest one in Taiwan. Now it is also the biggest one of the world for single thermal power plant. TC thermal power plant was set up on July 18 1989, for almost 20 years till now. The building process of this thermal power plant, going through dredging sand to reclaim new land, building infrastructure, installing power engineering facilities, test running, to operating commercially formally, was a tremendously hard one. Due to its main contribution to the power supply of the whole country, TC power station plays a very important role in facilitating Taiwan's economic growth between 1990 and 2000. Since the implementation of the liberalization policy of the power industry, TP company is no more a monopoly. The percentage of power supply from the independent power producers is increasing more and more. Beside this, TP company itself may be privatized in the near future. Therefore, TP company needs to consider the pressure of competition and does the organization reengineering, which may be the best way to improve the operating performance. Before the organization reengineering, TC coal yard, the supplier of the coal, and TC power plant, the consumer of the coal, were two independent business units. There existed a barrier between these two units and therefore caused some management problems. However, after the merge of these two units, it creates a new phenomenon that makes the operation between these two units more efficient. This research is trying to study the process how TC coal yard is merged into TC thermal power plant, and trying to find out the successful factors that facilitate the successful merge of these two units. Basically organization change in the public sector is not an easy process. Most of the time there exist some employees against the policy and the labor union would create some difficult scenarios for the management, etc. This research is trying to find out the successful factors from the complicated change process, including the force of facilitator and resistance, organizational culture, communication and the style of leadership. The main purpose of this research is to find out the successful factors in the organizational change process by looking back into the TP-TC merge process. The obtained conclusions can be considered for the future possible organizational reengineering process. In addition to that, what an ideal organization should be if a new power plant is added in is also discussed in the final section.
URI: http://hdl.handle.net/11455/24606
其他識別: U0005-0207200909183500
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