早期科技產業代工製造利潤高，吸引不少廠商進入代工市場，也因為激烈的競爭提昇台灣在代工製造的品質與名聲。近年來，基於國際大廠的外包策略、要求降價的壓力下，台灣代工廠商的毛利不斷被壓縮，也成各大廠商所面臨的重要課題，當然也包含本研究個案公司伺服器部門正面臨重大的挑戰。雖然個案公司總是能及時端出因應對策，但有時結果卻不盡理想。本研究希望能透過學術的研究方式，針對個案公司做完整的組織診斷，以期能找出個案公司的問題所在。 本研究的研究對象為台灣某家代工製造廠商的伺服器事業處，為了能夠準確地分析個案公司事業處的營運狀況，必須依據組織診斷模型完整的診斷框架來診斷個案公司事業處，並且依照診斷的結果提出建議。 本研究採用Nalder與Tushman提出的一致性模型(congruence model)作為組織診斷模型，透過一致性模型系統性地收集資訊以及分析組織現有的問題。在研究方法上，本研究使用Lincoln與Guba的自然主義研究法，以深入訪談的方式來了解個案公司事業處營運現況、產業環境。 本研究結論有三：(1)個案公司伺服器事業部在策略上未能有效回應當前面臨的產業環境。(2)個案公司伺服器事業部的組織運作上，整體而言具有相當良好的適配度，但在績效評比以及組織目標的透明度上有些缺失。(3)依照診斷結果在策略面以及組織運作面給予建議。 In last decades, many Taiwan manufactures were attracted by OEM business model profit and input resources to bid market shares, Taiwan ODMs’ manufacturing quality and reputation soaring because of severe competition. International brand name companies’ outsourcing strategy request cost reduction and lead to Taiwan OEMs’ gross margin getting lower and lower which becomes a serious problem these ODMs need to look into, of course it is also a challenge to the case company’s server department. Even though case company can always have a solution to fix all coming challenges but not all of them meet expectation. This academic research wants to conduct a thoroughly organizational diagnosis to the case company in order to identify problems inside case company. The research object is a server business unit under one of Taiwan’s OEM/ODM company, in order to precisely analyze daily operation of the case company, the research needs to apply organization diagnosis model to the case company and provide suggestions base on diagnosis result. The research is based on Nadler and Tushman’s congruence model as diagnosis model to systematically collect and analyze problems inside organization. The research adopts Lincolns and Guba’s Naturalistic Inquiry and depth interview to understand case company’s operation and industry environment. The research concludes: (1) Case company’s server department’s strategy unable to effectively reflect to the industry environment. (2) Case company’s organization operation are well aligned except performance evaluation and organization’s goal are not transparent. (3) Provide suggestions base on diagnosis result of strategy and organization operation.
