有效的衝突控制以台灣半導體製造公司之個案研究

Abstract

因應全球化競爭越來越激烈，在有限的資源下，衝突成為無可避免的情況。有鑑於此，如何有效的處理衝突成為熱門的課題。 本論文著重於研究在台灣高科技公司中，如何有效的處理衝突，進而讓衝突成為使組織成長的助力而非阻力。以台灣被導體製造公司為例，總共收集了214份有效問卷，其來源包括了桃園，新竹，台中，台南五個分公司。資料以量化分析為主，並將衝突細分為任務衝突，關係衝突及程序衝突，個別作探討及其中和組織績效的關係

Due to the globalization economics, the competitive situations have been increasing in numbers nowadays. Under competitive environment, integration, and management of the limited resource always give rise to serious strategic conflict which occur in every organization; each of them may have their certain benefit or objective need to sustain. Since conflict tends to be unavoidable, thesis research aim to find out the importance heads of department attached to conflict processes and the extent to which conflict management behaviors shown by heads of department contributed to or reduced the amounts of conflict that arose in TSMC Taiwan IT industry. Thus, what conflict management processes did the heads exhibit and how well did they manage conflict in order to improve its performance of work in the TSMC organization. Information was obtained from 214 respondents made up of staff from the TSMC organization in different areas include, Taoyuan, Xinzhu, Taichung and Tainan.Data analysis results indicated that functional conflicts (task conflict and process conflict) did exist in the TSMC organization which leads positive performance, Dysfunctional conflict (relationship conflict) also exists in TSMC organization, and however, it tends to bring some positive responses for organizations. Therefore, the main finding are summarized the conflict-handing strategies which used widely in organizations, the influences of different types conflict in organizations finally the research brings the results to show its performance after conflict.