| Abstract: | 近年來，隨著社會需求的多元化發展，非營利組織的成長極為快速。然而在政府財政負擔加重、經濟景氣持續低迷，以及社會價值觀快速變遷的影響下，非營利組織正面臨同業競爭、資源取得不易以及長期發展受限的生存壓力，顯示非營利組織亟需透過管理手段，重視使命、目標與績效，才能維持組織的長治久安。
然而國內過去有關非營利組織管理的學術研究多偏重宗教或一般公益型的非營利組織，並缺乏從整體的角度，完整的探討非營利組織的經營管理策略。基於研究者的實務經驗與學以致用的動機，希望能針對專業型非營利組織管理，作一全面性的深入研討，以供產官學研各界參考。
為了瞭解專業型非營利組織的特性、管理重點與未來發展方向，本研究採用個案研究法，利用司徒達賢（民88）發展之CORPS模式，針對財團法人雅文聽語文教基金會，進行深入的探討與分析後，獲致以下數點重要結論：
一、組織特性
以CORPS模式分析之，專業型非營利組織的特性，除了展現在決策核心(Decision Core)的組成份子之外，同時也表現在參與人員(Participants)、業務運作(Operations)以及所提供的服務(Services)之上。決策核心的專業性，指的是該非營利組織是由專職人員或志工，藉由本身的專業、理想與熱情來領導。這些專業的職工與志工同時也是主要的參與人員，其透過組織內專業化的運作程序，提供給特定對象專業的服務。上述所謂的「專業」，其實就是指「知識密集」。因此專業型非營利組織的重要特性，就是一個知識型的組織，例如醫院、學校、研究機構、政黨等，其必須特別強調「知識管理」的各項作法。
二、管理課題
1．知識創造：專業型非營利組織管理的首要課題，便是要創造知識，也就是要重視參與人員專業知能的培養。因此，如何取得重要的知識，以及建立一個良好的教育訓練體系（包括制度與作法），對專業型非營利組織來說，便顯得格外重要。
2．知識蓄積：知識蓄積指的是如何將個人的知識，儲存在組織內，以便其他人員能夠快速的運用知識、促進知識的流通，並且降低因人員流失所連帶造成的知識散失。因此，對於專業型非營利組織來說，如何設計一個有效的機制，能夠讓個人「願意」且「有能力」將自己擁有的專業知能留在組織之中，並且可以累積與傳承，將是重要的管理課題之一。
3．知識流通：知識流通包括組織內與組織問專業知能的移轉（傳承），以及對外的觀念推廣。組織內人員彼此之間專業知能的傳承，除了可以透過已經外顯化的文字、圖片、聲音與影像之外，還必須仰賴人員間的高度互動與合作。至於組織間的知識移轉，則除了標準化的文件、人員的互動之外，還必須重視組織系絡(context)的建立。也就是要複製一個知識賴以生存與運作的組織環境。
4．知識創新：由於知識是專業型非營利組織最重要的競爭優勢，因此專業知能除了在品質上應努力提升之外，還必須要有不斷的創新，如此才能使專業水準長期領先群倫。
三、未來策略發展方向
1．重視專業人員的管理：設計良好的薪酬制度、工作方式與經營理念來激發熱忱，並透過教育訓練培養專業能力。
2．塑造高度認同的組織文化：人員擁有高度的認同與承諾，不但有助於知識的分享與創新，更對組織的長期生存有正面意義。
3．建立良好的合作網絡：透過與專業機構或個人建立起長期穩定的合作關係，不但可吸收更多的新知，以促進知識的創新，還可獲得專業上的認可與取得財務資源。
近年來，隨著社會需求的多元化發展，非營利組織的成長極為快速。然而在政府財政負擔加重、經濟景氣持續低迷，以及社會價值觀快速變遷的影響下，非營利組織正面臨同業競爭、資源取得不易以及長期發展受限的生存壓力，顯示非營利組織亟需透過管理手段，重視使命、目標與績效，才能維持組織的長治久安。
然而國內過去有關非營利組織管理的學術研究多偏重宗教或一般公益型的非營利組織，並缺乏從整體的角度，完整的探討非營利組織的經營管理策略。基於研究者的實務經驗與學以致用的動機，希望能針對專業型非營利組織管理，作一全面性的深入研討，以供產官學研各界參考。
為了瞭解專業型非營利組織的特性、管理重點與未來發展方向，本研究採用個案研究法，利用司徒達賢（民88）發展之CORPS模式，針對財團法人雅文聽語文教基金會，進行深入的探討與分析後，獲致以下數點重要結論：
一、組織特性
以CORPS模式分析之，專業型非營利組織的特性，除了展現在決策核心(Decision Core)的組成份子之外，同時也表現在參與人員(Participants)、業務運作(Operations)以及所提供的服務(Services)之上。決策核心的專業性，指的是該非營利組織是由專職人員或志工，藉由本身的專業、理想與熱情來領導。這些專業的職工與志工同時也是主要的參與人員，其透過組織內專業化的運作程序，提供給特定對象專業的服務。上述所謂的「專業」，其實就是指「知識密集」。因此專業型非營利組織的重要特性，就是一個知識型的組織，例如醫院、學校、研究機構、政黨等，其必須特別強調「知識管理」的各項作法。
二、管理課題
1．知識創造：專業型非營利組織管理的首要課題，便是要創造知識，也就是要重視參與人員專業知能的培養。因此，如何取得重要的知識，以及建立一個良好的教育訓練體系（包括制度與作法），對專業型非營利組織來說，便顯得格外重要。
2．知識蓄積：知識蓄積指的是如何將個人的知識，儲存在組織內，以便其他人員能夠快速的運用知識、促進知識的流通，並且降低因人員流失所連帶造成的知識散失。因此，對於專業型非營利組織來說，如何設計一個有效的機制，能夠讓個人「願意」且「有能力」將自己擁有的專業知能留在組織之中，並且可以累積與傳承，將是重要的管理課題之一。
3．知識流通：知識流通包括組織內與組織問專業知能的移轉（傳承），以及對外的觀念推廣。組織內人員彼此之間專業知能的傳承，除了可以透過已經外顯化的文字、圖片、聲音與影像之外，還必須仰賴人員間的高度互動與合作。至於組織間的知識移轉，則除了標準化的文件、人員的互動之外，還必須重視組織系絡(context)的建立。也就是要複製一個知識賴以生存與運作的組織環境。
4．知識創新：由於知識是專業型非營利組織最重要的競爭優勢，因此專業知能除了在品質上應努力提升之外，還必須要有不斷的創新，如此才能使專業水準長期領先群倫。
三、未來策略發展方向
1．重視專業人員的管理：設計良好的薪酬制度、工作方式與經營理念來激發熱忱，並透過教育訓練培養專業能力。
2．塑造高度認同的組織文化：人員擁有高度的認同與承諾，不但有助於知識的分享與創新，更對組織的長期生存有正面意義。
3．建立良好的合作網絡：透過與專業機構或個人建立起長期穩定的合作關係，不但可吸收更多的新知，以促進知識的創新，還可獲得專業上的認可與取得財務資源。
Non-profit organizations have grown tremendously due to the rapid diversified development and demand of the societies in recent years. Especially in this time of recession where the government already has heavy economical burdens as well as the changes in social values, NPO are now facing vigorous competitions, lack of resources and restrictions for long-term development. As such, it has become necessary for NPO to enhance its management skills, to reinforce its mission, goal and performance to sustain long-term growth and development.
The majority of studies in NPO in the past years were subjected in religion or in public welfare types NPO. Yet, a more comprehensive and complete perspective in the strategic management of NPO is much in need. Based on the researcher`s practical experiences and personal learning goals, a holistic study for the organizational management of professional type NPO is performed.
In order to better understand the characteristics, focus and future development of a professional type NPO, this research is based on a real case "The Children`s Hearing Foundation" and analyzed by CORPS method originated from Seetoo in 1999.
Characteristics of Organization Structure
Using CORPS analysis, a professional NPO is built from a strong decision core, a team of participants, professional operations and specialized services. A decision core of a professional NPO is a team of full-time staff or volunteers, who lead the NPO through their own professionalism, ideal and passion. These professional staff or volunteers are also the major participants, who provide services to a focused group through the internalized professional operations. "Professional" is actually referred to "concentration of knowledge" in a professional NPO. Therefore, one of the key characteristics of a professional NPO is in fact a "knowledge organization". As such, hospital, school, research organization, political parties, etc must emphasize on "knowledge management".Major Management Issues
． Knowledge Creation: The major management issue of a professional NPO is how to create knowledge and to value each participant`s professional skills. Therefore, how to obtain the essential knowledge and to develop a comprehensive training structure (including its system and practices) are particularly important for a professional NPO.
． Knowledge Accumulation: Knowledge accumulation is how to store individual`s knowledge within the organization to facilitate the sharing and flowing of knowledge among all staff or volunteers. As such, we could minimize the potential loss of knowledge due to the departure of individual of the organization. In such cases, how to design an effective system that could comfortably and affordably allow the individual to contribute their knowledge to be stored in the organization is one of the major management issues of professional NPO.
． Knowledge Distribution: The distribution of knowledge includes the knowledge propagation of inside and among the organizations, and the advancing of beliefs to the society. A close collaboration and cooperation of all individuals within the organization are required to distribute the knowledge through explicit words, diagrams, audios, visuals, etc. As for the transfer of knowledge among the organizations, a professional NPO must establish its organization context through standardizations of documents and interactions of staff or volunteers. In brief, a professional NPO must be able to duplicate all knowledge to sustain continuous organizational growth.
． Knowledge innovation: Since knowledge is the core competitive advantage of a professional NPO, in addition to the enhancement of knowledge, a continuous innovation on professional knowledge is essential to sustain continuous success.
Future Strategic Development
． Importance of the management of professionals: A well designed rewardin system, working process and organization vision are needed to motivate working enthusiasm; and to develop professional skills through training.
． Building a highly recognized organizational culture: A highly recognition and commitment of individual will help the sharing and innovating of knowledge as well as the long-term development of the organization.
． Establishing a collaborative network: Through a long-term collaborative network of professional organizations or individuals, a professional NPO can have more opportunities to obtain and to innovate new knowledge. Furthermore, this collaborative network will enhance recognition of the professional NPO, which in turns, enable more opportunities in obtaining the resources required.
Non-profit organizations have grown tremendously due to the rapid diversified development and demand of the societies in recent years. Especially in this time of recession where the government already has heavy economical burdens as well as the changes in social values, NPO are now facing vigorous competitions, lack of resources and restrictions for long-term development. As such, it has become necessary for NPO to enhance its management skills, to reinforce its mission, goal and performance to sustain long-term growth and development.
The majority of studies in NPO in the past years were subjected in religion or in public welfare types NPO. Yet, a more comprehensive and complete perspective in the strategic management of NPO is much in need. Based on the researcher`s practical experiences and personal learning goals, a holistic study for the organizational management of professional type NPO is performed.
In order to better understand the characteristics, focus and future development of a professional type NPO, this research is based on a real case "The Children`s Hearing Foundation" and analyzed by CORPS method originated from Seetoo in 1999.
Characteristics of Organization Structure
Using CORPS analysis, a professional NPO is built from a strong decision core, a team of participants, professional operations and specialized services. A decision core of a professional NPO is a team of full-time staff or volunteers, who lead the NPO through their own professionalism, ideal and passion. These professional staff or volunteers are also the major participants, who provide services to a focused group through the internalized professional operations. "Professional" is actually referred to "concentration of knowledge" in a professional NPO. Therefore, one of the key characteristics of a professional NPO is in fact a "knowledge organization". As such, hospital, school, research organization, political parties, etc must emphasize on "knowledge management".Major Management Issues
． Knowledge Creation: The major management issue of a professional NPO is how to create knowledge and to value each participant`s professional skills. Therefore, how to obtain the essential knowledge and to develop a comprehensive training structure (including its system and practices) are particularly important for a professional NPO.
． Knowledge Accumulation: Knowledge accumulation is how to store individual`s knowledge within the organization to facilitate the sharing and flowing of knowledge among all staff or volunteers. As such, we could minimize the potential loss of knowledge due to the departure of individual of the organization. In such cases, how to design an effective system that could comfortably and affordably allow the individual to contribute their knowledge to be stored in the organization is one of the major management issues of professional NPO.
． Knowledge Distribution: The distribution of knowledge includes the knowledge propagation of inside and among the organizations, and the advancing of beliefs to the society. A close collaboration and cooperation of all individuals within the organization are required to distribute the knowledge through explicit words, diagrams, audios, visuals, etc. As for the transfer of knowledge among the organizations, a professional NPO must establish its organization context through standardizations of documents and interactions of staff or volunteers. In brief, a professional NPO must be able to duplicate all knowledge to sustain continuous organizational growth.
． Knowledge innovation: Since knowledge is the core competitive advantage of a professional NPO, in addition to the enhancement of knowledge, a continuous innovation on professional knowledge is essential to sustain continuous success.
Future Strategic Development
． Importance of the management of professionals: A well designed rewardin system, working process and organization vision are needed to motivate working enthusiasm; and to develop professional skills through training.
． Building a highly recognized organizational culture: A highly recognition and commitment of individual will help the sharing and innovating of knowledge as well as the long-term development of the organization.
． Establishing a collaborative network: Through a long-term collaborative network of professional organizations or individuals, a professional NPO can have more opportunities to obtain and to innovate new knowledge. Furthermore, this collaborative network will enhance recognition of the professional NPO, which in turns, enable more opportunities in obtaining the resources required.
第一章 緒論-----1
第一節 研究背景與動機-----144
第二節 研究問題與目的-----6
第三節 研究程序-----7
第二章 文獻探討-----9
第一節 非營利組織的定義-----9
第二節 非營利組織之分類-----12
第三節 非營利組織的經營管理-----164
第三章 研究設計-----24
第一節 研究架構與分析工具-----24
第二節 研究方法-----26
第三節 研究對象-----27
第四章 個案分析-----28
第一節 雅文基金會簡介-----28
第二節 經營模式與組織特性-----39
第三節 策略議題與管理特色-----47
第四節 未來策略方向與努力重點-----54
第五章 結論與建議-----60
第一節 專業型非營利組織之經營管理-----60
第二節 研究限制與未來研究建議-----65
參考文獻-----67
表目錄
表1-1-1 台閩地區各級社會團體數-----2
表2-1-1 非營利組織的定義-----10
表2-2-1 非營利組織分類-----13
表4-1-1 雅文基金會各服務中心硬體設備分配表-----32
表4-1-2 雅文基金會各服務中心人員分配表-----32
表4-1-3 雅文基金會專業服務提供機構-----34
表4-3-1 雅文基金會的收入結構-----52
圖目錄
圖1-3-1 本研究程序與章節配置-----8
圖2-3-1 CORPS模式運作概念-----18
圖2-3-2 CORPS與決策核心之關係-----19
圖3-1-1 本研究觀念架構-----25
圖4-1-1 雅文基金會組織圖-----31
圖4-2-1 雅文基金會的運作模式-----42
圖4-3-1 聽覺口語法的知識管理-----49
圖4-3-2 聽障療育程序-----53
圖5-1-1 專業型非營利組織概念圖-----61
第一章 緒論-----1
第一節 研究背景與動機-----144
第二節 研究問題與目的-----6
第三節 研究程序-----7
第二章 文獻探討-----9
第一節 非營利組織的定義-----9
第二節 非營利組織之分類-----12
第三節 非營利組織的經營管理-----164
第三章 研究設計-----24
第一節 研究架構與分析工具-----24
第二節 研究方法-----26
第三節 研究對象-----27
第四章 個案分析-----28
第一節 雅文基金會簡介-----28
第二節 經營模式與組織特性-----39
第三節 策略議題與管理特色-----47
第四節 未來策略方向與努力重點-----54
第五章 結論與建議-----60
第一節 專業型非營利組織之經營管理-----60
第二節 研究限制與未來研究建議-----65
參考文獻-----67
表目錄
表1-1-1 台閩地區各級社會團體數-----2
表2-1-1 非營利組織的定義-----10
表2-2-1 非營利組織分類-----13
表4-1-1 雅文基金會各服務中心硬體設備分配表-----32
表4-1-2 雅文基金會各服務中心人員分配表-----32
表4-1-3 雅文基金會專業服務提供機構-----34
表4-3-1 雅文基金會的收入結構-----52
圖目錄
圖1-3-1 本研究程序與章節配置-----8
圖2-3-1 CORPS模式運作概念-----18
圖2-3-2 CORPS與決策核心之關係-----19
圖3-1-1 本研究觀念架構-----25
圖4-1-1 雅文基金會組織圖-----31
圖4-2-1 雅文基金會的運作模式-----42
圖4-3-1 聽覺口語法的知識管理-----49
圖4-3-2 聽障療育程序-----53
圖5-1-1 專業型非營利組織概念圖-----61 |
