摘 要 全面品質管理(Total Quality Management, TQM)最重要的目的在追求組織內各功能的持續改善，而學習型組織(Learning Organization, LO)主要在學習準則的運用，達到組織的學習與成長。由於，此二者的管理精神追求類似的目標，因此檢視此二者管理之間的關係，對管理者有很大的價值；故本研究的目的主要在探索TQM與LO的關係。 TQM的衡量構面擳自Rao et al.的13個構面；而學習型組織則直接摘自Peter Senge的五項修煉。評估者由學術界學者、企業管理顧問以及產業實務界組成，評估者對TQM的各個構面與LO的五項修煉予以評量它們之間的相對應關係。 藉由「對應分析」統計工具，本研究發現TQM與LO之間確實存在有緊密的關係。 再者，本研究隨後定義三群組完全不同管理意涵—1. 個人意向 2. 高層權威 3. 產品原料組別，這些組別可劃出在本研究淬取出的管理二維向度。最後針對此三群組提出管理意涵。 Abstract The greatest importance of total quality management (TQM) is to pursue continuous improvement of all aspects for organization. Whereas learning organization (LO) serves as learning principles that eventually leads to organization learning and growth. Owning to these principles seek similar goals, to investigate the association of these twos is very valuable to management. The primary purpose of this study is to explore the relationship of TQM and LO. The TQM were made of thirteen constructs of Rao et al.; whereas, the LO was directly adapted from Peter Senge’s five disciplines. A group of evaluators consisting of academic scholars, business consultants as well as industry practitioners judged the relative strength of relationship between TQM constructs and the Senge’s five disciplines. By applying correspondence analysis, the finding of this study exhibited that close linkage emerges between TQM and LO. Moreover, this study subsequently identified three distinctive groups made of TQM constructs and LO disciplines—individual dominant, higher authority and product/material oriented—on a two-dimensions of management. Managerial implications from these findings were articulated.
