資訊科技運用對高科層組之結構的影響-以銀行業為例

Abstract

資訊科技運用對高科層組織結構的影響—以銀行業為例學生:曾玉鈴 指導教授:李經遠 老師國立交通大學管理科學研究所摘 要 近幾年 來資訊科技發展快速、日新月益，已成為企業組織內部運作中不可獲缺的 必備工具。而就資訊科技應用對一般組織結構影響此一主題，近年來各方 研究相當熱絡，然並無一致的結論，而普遍的看法大致認為資訊科技應用 後，使得中階管理者與幕僚單位人員減少，使組織朝向更有機化、更扁平 化的發展。 而過去研究並未探討到資訊科技應用對高科層組織結構的影 響，在組織本身已相當重視正式性、集中性、複雜性的情況下，資訊科技 的衝擊是否會如過去預期朝向更有機化的發展，此應是值得我們去探討的 。 本研究以高科層組織的典型銀行業為例，探討資訊科技對其組織結構 影響。而就本研究的發現，發現資訊科技應用對高科層組織結構的影響實 在有限，並無法使高科層組織朝向更有機化、更扁平化的發展，反而使其 組織決策權更加集中。可見對高科層組織而言，組織內部機械化的力量實 在大於資訊科技朝向有機化發展的力量。 本研究順便檢驗規模對高科層 組織結構影響此一課題，研究發現與過去研究結果相近，僅對組織集中性 、正式性等因素之影響有所差異。 The effects of information technologies on the highly bureaucratic organizational structure-A case study on the banking industryStudent: YU-LING TZENG Advisor: DR. GIN- YUAN LEEInstitute of Management Science National Chiao-Tung UniversityABSTRACT In the recent years, the information technology (IT) has been an inevitable role in the structural arrangements of organizational administration. The research of the relationship between IT and general organizational structure has been extensively discussed. However, different researchers have reached different conclusions. The common concept is that IT takes over middle level managers and staffs, which causes organizational development more organic and flatter.Previous studies have not discussed the subject about the relationship between IT and highly bureacratic organizational structure. How the high formalized, centralized, and specialized organizational structure can be expected to change in responding to the specific IT. This is the issue that we should be interested in and considering. This study has taken the banking industry to look into how IT effects its organizational structure. The major findings are that IT cannot influence highly bureaucratic organization becoming more organic and flatter. On the contrary, IT causes decisions of top managers more centralized. Therefore, the intra-organiztion power of bureaucratic control is bigger than the power of IT. In this study, we have further examined the relationship between the size and structure of organization. The findings are the same as the previous researches, but have some different effect on organizational formalization and centralization.