台電公司民營化後組織結構之探討

Abstract

從1980年代開始，公營事業的民營化及電業自由化，已成為世界先進國家普遍發展的趨勢。我國也因為政治的開放、經濟的發展及配合世界的潮流，開始推行公營事業民營化。政府除了將台電公司納入民營化的行列外，也逐步地對電力產業解除管制。台電公司正面臨民營化及電業自由化等外在環境改變的重大挑戰。為因應外在環境的改變，台電公司應配合調整其經營型態，其中尤以組織結構的調整更扮演一重要的角色。 本研究係蒐集、分析大環境的改變對台電公司所產生的影響，並檢討現行的組織結構，進一步建議台電公司應採用的組織型態。 經研究發現台電公司業務複雜，現有組織結構龐大，在中央集權下，決策速度緩慢，難以因應民營化及電業自由化後複雜且競爭的外在環境。從相關文獻及國外公司案例，建議台電公司採行具有分權特性，對環境反應快速，可促進內部競爭，並適合多角化經營的多重事業部組織。在組織結構的規劃上，建議該公司整體組織結構包含： 一、發電事業部、輸電事業部、配售電事業部及維修事業部。 二、電力調度中心。 三、總管理處。

The privatization of state-run enterprises and liberalization of power industry have become a globe trend since 1980s. To cope with the changing environment and the challenges coming from liberalization of the power industry and privatization, Taiwan Power Company (Taipower) should do its utmost for proper adjustments in its operation, especially in the field of the company’s organizational structure. The purpose of the study is to collect and analyze the impact of the changing environment on Taipower, to review the organizational structure and to suggest the ideal organizational structure after privatization. The result of this study found that the current organizational structure has some drawbacks, such as centralization, slow decision-making process. Therefore, it will be hard for Taipower to compete in the complicated environment. After consulting some organization-related reports and cases that foreign power company have undertaken to deal with the subject matter, this study suggests Taipower to adopt the multidivisional organization which has the features of decentralization, quick response to the environment, promoting the internal competition. This will include the divisions of power generation, power transmission, power distribution and sales, maintenance and repair, center of system operations and headquarters.