| 摘要: | 近來雖有許多學者力倡安全文化在組織安全管理、安全改善或安全稽核的重要性，但台灣在安全文化這方面的應用研究仍相當有限，業界也已投入相當多的人力及物力致力於各產業安全文化之應用研究，發展一套有效之工具，作為組織之風險管理、安全稽核及安全改善之利器，進而提昇企業安全文化水準改善勞工不安全之行為，降低職災發生率。但是具體上要怎麼做？從何著手？如何落實執行？真正有實戰經驗或具體實踐並證明有效的成功案例並不多見！
本研究係以杜邦公司二百多年的企業經營管理經驗，橫跨全球七十多個國家，二百多個組織單位，在統一管理模式下如何在其全球各所屬組織，單位塑造出一致性企業安全文化的成功案例，以深入體驗，訪談分析並參考相關文獻，找出其成功的關鍵要素。進而探討企業安全文化對企業永續經營的重要性，管理制度及管理模式對企業安全文化的影響，及如何建立企業自有的安全文化為研究目的。以杜邦公司管理的四個構面，逐一探討，包括企業的核心價值，管理模式，管理方法及管理系統(制度)，通過不同角度，運用深度的探討剖析和深入分析研究，提出了企業管理制度化、現代化和國際化的一系列觀點、對策建議並做出結論。
研究結果發現，企業的管理不再是人治，更不完全是成果論，而是必須是以人性為出發點，在一個明確企業經營核心價值為基礎的前題下，企業必須找尋一套適用於該企業的管理制度，藉由一個有效的管理體制，管理技巧，建立嚴謹的操作紀律，量化其執行過程，並與最新管理系統相結合，持之以恆，在整個管理制度執行過程與管理方法中該企業的安全文化自然生成。研究同時發現，一企業安全文化的建立模式，放諸四海皆準，並不會因國情，文化，語言的差異或行業別的不同而不適用。企業組織若能藉由安全文化的力量，將安全價值與信念融入工作者之日常工作生活中，則必能經由安全的工作行為與工作態度的轉化，降低工職業災害的發生。當人的觀念態度都能轉變後，那麼企業的經營不但是安全能做好，其他的如品質，成本，產能，競爭力...及企業形像等更是輕而易舉的事。
;In recently years, although many scholars emphasize how important the safety culture is for the organizational safety management, safety improvement and safety auditing, the application research to safety culture in Taiwan is very limited. Practitioners have devoted much human resource and material resource into the application research to safety culture in various industries. They want to develop a set of effect tool to implement the risk management, safety auditing and safety improvement; finally, it can advance the enterprise’s safety culture, improve the labor’s unsafe behaviors, and decrease the occupational fatality rate. But how can it do? How can it start? How can it implement? The successful real practical experience or detailed practices are not many.
This study will analyze the successful case of DuPont which has the marketing and management experience more than 200 years, crosses more than 70 countries with more than 200 organizations as well as has uniform management mode. We will find its key factors to achieve success that it can establish a consistent enterprise safety culture among its junior organizations overall the world according to deep experience, interview analysis and related literatures. In further, it will discuss how important the safety culture is for the enterprise’s perpetual operation, the influence of the management system and management mode on the enterprise’s safety culture, as well as how to establish the safety culture the enterprise itself. It will discuss the four perspectives of the DuPont, which includes the enterprise’s core value, management mode, management method, and management system. From different points of view, it adopts the deep discussion and deep analysis to propose serial opinions, suggestions for systematical, modern and international enterprise management, and then, it will make conclusion.
The research result finds that, the enterprise management is not the human control again, either not depended on the achievement; but it must start from the humanity. On precondition that it bases on the core value of the enterprise operation, the enterprise must find a management system suiting itself; it should rely on an effective management system, management skill to establish religious operation discipline, quantity its executive process, and combine with the latest management system; and then it should persevere these above; finally, the safety culture will be generated during the process of implementing the management system and management method. The study also finds that this mode of establishing enterprise safety culture is all-purpose that it won’t be inapplicable by different cultures, languages or industries. If the enterprise can melt the safety value and faith into the employees’ daily life by the strength of safety culture, it can decrease the occupational fatality rate by the change of safety behavior and working attitude. When the human concept and attitude change, the enterprise can not only do well at the safety, but also the things such the quality, cost, productivity, competitiveness and image and so on. |
