臺灣博碩士論文加值系統

　　全面品質管理的重要性已經受到了廣泛的注意，且也有越來越多的公司實行全面品質管理。但是，有許多公司在實施時並沒有預期中的順利。而造成失敗的原因一般認為有如下三點：（1）不瞭解TQM的真意；（2）缺乏高階主管的支持及（3）組織文化無法配合。上述的三點原因中幾乎都與高階主管有關係，因此，對於TQM管理哲學是否能成功的實施，高階主管的領導行為及性格特質就是一個關鍵的影響因素了。基於此，本研究主要探討高階主管的人格特質與TQM實施的關係。此外，也探討TQM在公司中持續實施的時間長度、企業對員工訓練之投入、高階主管對TQM所持信念（管理哲學或是管理工具）三者與TQM實施的關係。
本研究採用問卷調查的方式，針對國內有實施品質管理的公司之高階經理人做實證研究，結果發現高階主管的人格特質，的確會影響TQM的實施成效。而高階主管對於TQM所抱持的看法，亦具有統計上的顯著效果。但是員工訓練預算的多寡、TQM在公司中實施時間的長短這兩個因素，與TQM的實施成效之間就沒有統計上的顯著關係了。
因此，本研究所獲得的結論為：一個能夠成功實施TQM的公司，負責規劃、推動的高階主管必須是一個憑直覺或靈感來獲取外界訊息的人。他看得到事實中的模式及意義。他會著眼於未來，並注意各種可能性。此外，若高階主管將TQM視為一個管理哲學，TQM則較易實施成功。

目錄 I
表目錄 III
圖目錄 V
第一章 緒論 1
第一節 研究背景 1
第二節 研究目的 3
第三節 預期貢獻 3
第二章 文獻回顧與探討 4
第一節 全面品質管理 4
一、全面品質管理的涵義 5
二、TQM的主要貢獻者 7
三、顧客與TQM 11
四、全面品質管理與ISO9000系列 11
五、品質管理環境的衡量 13
第二節 人格特質（PERSONALITY） 14
一、人格特質的定義 14
二、人格特質的衡量──麥爾碧瑞斯人格類型指標（MBTI） 19
三、高階主管人格特質與實施全面品質管理的關係 25
第三節 實施全面品質管理的時間長度 27
第四節 員工訓練 28
第五節 對全面品質管理的認知 29
第六節 其他的相關研究 29
第七節 結論 33
一、觀念性架構 33
二、研究假設 34
第三章 研究方法 37
第一節 變數說明 37
一、TQM的實施 37
二、高階主管的人格特質 37
三、TQM 在公司中實施的時間 37
四、高階主管對員工訓練的承諾 37
五、高階主管如何看待TQM 38
第二節 研究工具 38
一、MBTI量表 38
二、Tamimi/Gershon問卷 39
三、基本資料調查 40
第三節 統計分析方法 42
第四節 抽樣方法與過程 45
第四章 研究結果與分析 46
第一節 樣本結構分析 46
第二節 信度檢定 49
第三節 高階主管人格特質與TQM實施之分析 50
一、多變量變異數分析（MANOVA） 51
二、獨立樣本t檢定 52
三、MBTI量表”直覺”及”知覺”偏好分數前20%樣本分析 55
四、主成份分析 56
五、變異數分析 57
六、共變數分析 58
七、小結 61
第四節 TQM在公司中的實施時間、員工訓練與TQM的實施之PEARSON相關分析 62
一、TQM在公司中實施時間與TQM的實施之分析 62
二、員工訓練預算比例與TQM實施成效之分析 63
第五節 高階主管看待TQM與TQM的實施之分析 63
第六節 研究假設之實證結果 65
第五章 結論與建議 66
第一節 研究結論 66
第二節 對業界的建議 69
第三節 研究限制 70
第四節 未來研究建議 71
參考資料 73
中文部份 73
英文部份 73
附錄 問卷 79

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