讓當責落實在組織運作

Abstract

首先，「當責」，是一個現代、進步的責任觀，它比「負責」更高出一個層次。將此觀念，推導至企業當責文化，在當責管理下，具有當責的人，便會責無旁貸地交出成果，因此，我們希望讓當責落實在組織運作，並從當責觀念能力養成與文化落實面向端強企業提案。 在瞭解了端強企業內部運作、競爭對手，以及其他企業對於當責落實在企業組織內部的提案後，我們也提出了幾項設計方案：「請三方填寫滿意度度問卷」、「定期填寫自省表並晤談」、「員工定期必修課程」、「公司鼓勵員工在職進修」等。針對上述四個方案，我們透過問卷分析的方式，分別對15名行政人員以及10名業務人員，進行分析，了解哪項方案較受多數人接受，並為此分案，提出各種面向的建議給予端強進行選擇。

First,“Accountability”is a modern and progressive view of responsibility. Its level is higher than responsibility. We can use this idea into a responsible culture of enterprise. Under the “Accountability management”, those who have the “Accountability” will make the results without obligation. Therefore, we hope that the accountability should be implemented in the organization, and the concept of accountability and culture should be implemented for the proposal to MULTIPOWER ENTERPRISE CORP. After understanding the internal operation of MULTIPOWER ENTERPRISE CORP, competitors, and other companies' proposals for implementing the accountability within the organization, we also proposed several design solutions: “questionnaire”, “introspection form”, “courses”, “on-the-job training” and so on. In response to the above four plans, we analyzed 15 administrative staff and 10 business staff through questionnaire to understand which plan is more acceptable to the majority, and for this division, we put various suggestions for giving MULTIPOWER ENTERPRISE CORP to choose.