由於全球化資訊發達的趨勢，促使台灣勞工意識抬頭，加上產業變遷、經濟萎縮、企業外移，關廠歇業所造成的勞資衝突，失業人口擴增，使得勞工行政機關原有的組織結構與功能無法迅速解決層出不窮的勞工問題及勞動者需求，各界督促勞工行政機關必須進行「組織再造」，使政府組織趨於能創新觀念、發揮功能、充滿學習的民主政府。

另一方面在今日變遷的社會中，組織演進已從過去僵化的官僚模式進化為動態的彈性化模式；換言之，行政組織應用更靈活的策略面對未來的改變與創新，並體察時代的脈絡，建立起具有組織整體學習能力的「學習型組織」，使組織中成員能持續擴展能力，並蘊育嶄新的思考型態，除強調個人學習外，並企圖透過團體合作導致組織基礎結構（infrastructure）的變革，進而強化組織成長及創新能力，此與勞工行政機關進行組織再造所欲達到的「突破習慣領域，以集體的智慧，提供給勞動者嶄新的、符合需求的勞動政策」的目標是一致的，因此本研究將透過文獻回顧，針對勞工教育中心的個案，進行深度訪談的質性研究方法，分析勞工行政機關組織再造過程，與學習型組織的關連，建構一套勞工行政機關學習型組織的模式，並提出結論與建議，做為其它行政機關欲建構學習型組織的參考。

綜合文獻回顧及對勞工教育中心所做深度訪談結果，發現了幾個特點：

一、勞工行政機關中的小機關比大機關容易建立學習型組織。

二、領導者主導，是學習型組織建構的關鍵。

三、「管理制度的良窳」、「願景的明確與否」會影響學習型組織的成效。

四、建立學習型組織的策略是可以充滿彈性及創意的。

五、觀摩績優單位、成立讀書會、正面積極的溝通、訂定檢討制度是建立學習型組織過程中的重要經驗。

六、各層次的學習均需要組織及領導者的支持，否則難以為繼。

七、政府機關已具有建立分享學習系統、虛擬團隊的觀念。

八、學習型組織應與績效管理相結合。

九、人事與會計的獨立行政及官僚僵化性是組織進步的障礙。

十、裁汰阻擋組織學習的部份官僚是適當的措施。

十一、政府機關中適應性學習者較多，創新性學習者較少，且要推動對話、討論的方式是不容易的。

根據本研究的發現，提出以下建議：

一、對策略方面的建議

(一)政府機構應落實發展學習型組織的建構功能。

(二)政黨輪替不應是行政計劃的殺手。

(三)政府機關應結合考績制度，來鼓勵員工多做學習。

(四)政府機關領導者不宜為政策考量而破壞了成員長期學習的機制。

二、對結構方面的建議

(一)應強化事務官的「組織學習」的概念，改革才有希望。

(二)會計與人事參與組織學習團隊，會成為組織發展的助力。

(三)教導公務人員「做對的事，而不是只把工作做好就行了」。

三、對管理方面的建議

(一)組織應多運用科技，蒐集、儲存並分享資訊。

(二)營造開放多元的工作氣氛。

---

The trend of global information technology causes the sense of labor issue in Taiwan. The change of industry, the shrink of economic, the moving abroad of industry, and the close of business cause the trouble between labor & management, and the increase of the unemployment. The government with original structure & function could not immediately solve the re-occurrence labor issues and needs. The labor department of the government is requested to proceed "organization re-structure", which make government become learning organization with innovation concept & effectiveness.

The evolution of the organization becomes dynamic & flexible module from rigid bureaucracy during the changed society. In other words, the administrative organization should use active strategy in confronting future's change & innovation. To observe the changed time, which build the organization's ability to learn i.e., learning organization, make the organization member continuously strength competence, and create wholly new thinking style. The emphasis on individual learning, the change of organization infrastructure coming from teamwork, and the strength of organization growth & innovation are the same purpose as the labor administration's proceeding in organization re-structure which break through habit and providing labor new, & need satisfaction labor strategy. Through literature review, and depth interview in Labor Education Center's case, the study will construct the labor administration's learning organization module and provide suggestions to other administration organization that could build the learning organization.

The following findings come from the summary of the literature review and the depth interview in Labor Education Center's case.

一、The small department is easier to establish learning organization than large department in Labor Administration Organization.

二、Team leader is the key man in establishing learning organization.

三、The good or bad of the management system and the clearness of vision will influence the learning organization's effectiveness.

四、The strategy to construct learning organization could be flexible and creative.

五、To emulate good performance department, establish study club, communicate positively, and build review system are important experiences in constructing learning organization.

六、The learning in different level needs organization and leaders fully support.

七、The government organization is equipped with the concept of learning shared and virtual team.

八、Learning organization must be connected with performance management.

九、The separated administration and bureaucracy of Personnel and Accounting department hinder the progress in organization.

十、One way to move the block in learning organization is to eliminate bureaucracy.

十一、The number of adaptive learner is much more than innovation learner in government. It is difficult to push dialogue and discussion. According to the findings from study, we have following recommendation.

一、Recommend in strategy

(一)The government organization should be responsible for the construction of learning organization.

(二)The change of political party should not be the main reason for stopping administration plan.

(三)The government organization should combine performance management in learning organization to motivate employee's learning.

(四) The leader of government organization should not ruin the employee's long term learning mechanism for the purpose of policy.

二、Recommend in Structure

(一)The hope of revolution comes from officers' organization leaning concept.

(二)Personnel and Accounting should attend organization-learning team and assist the organization development.

(三)To teach civil servant how to do the right thing, not just make the work done.

三、Recommend in Management

(一)The organization should collect, store, and share information by using technology.

(二) To create the atmosphere of open and multiple learning.

一、中文部份
小知堂編譯組譯，Barry Chshway and Derekdge著
1994 《組織行為與設計》台北：小知堂文化事業有限公司。
王秀華譯，彼得•聖吉等著
1996 《領導大未來》，台北 : 洪健全基金會。
王冠惠
1997 〈學習型組織建立之研究以大然文化事業公司為個案探討〉，國立政治大學公共行政研究所碩士論文。
王瑞賢譯
1993 〈自我導向學習研究─批判與省思〉，高市鐸聲，四卷，一期，頁29-33。
石滋宜
1995 〈變革工程〉，策略生產力雜誌，四七六號，頁84。
先飛
1996 〈深度匯談vs . 定靜安慮得一文化與思維模式差異影響溝通效益〉，工商時報，七月十四日，二十一版。
朱愛群
1997 〈學習型組織意涵之探索〉，警學叢刊，二七，五，頁153-173。
李宛蓉譯，瓦爾斯特倫著
1993 《歐洲大趨勢:掌握未來的十個方向》，台北 : 麥田出版社。
范揚松
1996 《變中求勝—企業競爭、轉型與危機處理對策》，台北：金台灣出版事業有限公司。
林麗寬（譯）
1997 《學習革命》，台北：中國生產力。
周旭華（譯）
1997 《發展型管理》，台北 : 天下文化。
吳清基
1979 〈國民中學組織結構與教師工作滿意之關係〉，國立台灣師範大學教育研究所碩士論文。
吳堯峰
1994 〈行政革新與全面品質管理〉，台中：省訓團，三月號，頁16。
吳劍雄
1999 〈勞工教育的理念與實際問題之探究〉，勞工行政，一二九期，頁57-61。
吳瓊恩
1994 〈怎樣做一個有創造力的管理人員〉，銓敘與公保月刊，四卷，二期，頁19-21。
胡幼慧主編
1996 《質性研究理論、方法及本士女性研究實例》，台北 : 巨流出版社。
姚志崇
1956 《辭海》，台北 : 中華書局。
洪榮昭
1999 《學習型組織的知識經營模式》，勞工行政，一三０期，頁45-52。
洪福財
1996 〈反省性教學策略在幼稚園教學應用之研究〉，台北 : 五南圖書公司。
洪榮昭
1997 〈邁向二十一世紀勞工教育的趨勢〉，勞工行政，一００期，頁11-15。
高英俊
1994 〈再生工程重建企業体制〉，日本文摘，七月號，頁27。
孫蓉萍譯，界屋太一著
1999 《櫻花之春:日本的新未來》，台北 : 聯經出版社。
孫本初
1995 〈學習型組織的內涵與運用〉，空大行政學報，三期，頁1-17。
1995 〈學習型組織的內涵與運用(上)〉，人事月刊，二一，一，頁13-31。
1999 〈實現學習型組織的策略〉，公務人力發展中心報導，十四，四版。
2000 《公共管理》，台北 : 智勝文化出版，頁390。
徐聯恩（譯）
1996 《掌握變革》，台北：長河出版社。
徐聯恩（譯），Adizes, I.著
1996 《企業生命週期：長保企業壯年期的要訣》，台北：長河出版社。
徐慧純
1999 〈我國企業在建立學習型組織之探討：三個個案的研究〉，國立中正大學成人及繼續教育研究所碩士論文。
黃乃熒
1995 〈一個發展的觀念—「學習性領導」在教育行政的啟示〉，教育研究雜誌，三卷，一期，頁64-74。
教育部教育研究委員會編印
1994b 《我國教育行政法制之探討與興革》，台北 : 教育部。
教育部編印
1998 《邁向學習社會:推展終身教育、建立學習社會》，台北：教育部。
郭昌麟
1994 〈淺談勞工教育教學方法〉，勞工行政，七六期，頁3。
許乾明
1998 〈學習型組織建立之研究：國內企業個案之分析〉，國立中央大學人力資源管理研究所碩士論文。
陳德禹
1993 《行政管理》，台北：三民書局。
郭進隆（譯），Senge, P.M. 著
1994 《第五項修練：學習型組織的藝術與實務》，台北：天下文化出版。
曾令瑛
1994 〈企業組織大革命─再造企業工程〉，管理雜誌，二三八期，頁63。
張金鍾
1997 〈我國勞工教育制度之研究〉，中國文化大學勞工研究所碩士論文。
張潤書
1998 《行政學》，台北：三民書局。
張春興、林清山
1989 《教育心理學》，台北 : 東華書局。
馮朝霖
1994 〈自我創化與教育─自我組織理論之教育學義涵初探〉，教育與心理研究，十七期，頁263-282。
彭懷真
1987 《進入社會學的世界》，台北 : 洞察出版社。
楊幼蘭（譯），Hammer, M. & J. Champy著
1994 《改造企業：再生策略的藍本》，台北：牛頓。
趙守博
1994 〈我國勞工教育政策之展望〉，勞工行政，七一期，頁3-9。
齊若蘭（譯），Senge, P.M. 著
1995 《第五項修練Ⅱ實踐篇(上)(下)》，台北：天下文化出版。
蕭武桐
1996 〈第五項修練的本土與創新〉，普門，一九七期；頁45-49。
1998 《人生雙贏的磐石》，台北縣三重市:佛光文化，頁88-93。
盧偉斯
1996 〈組織學習的理論性探究〉，國立政治大學公共行政研究所博士論文。
魏啟林
1993 〈我國政府再造工程展望〉，研考雙月刊，二四卷，二期，頁4-6。
蕭錫錡、陳聰浪
1996 〈自我導向學習在教師專業發展上之應用〉，成人教育，三十四期，頁32-37。
鍾漢清（譯），Maira, A. & Scott-Morgan, P著
1997 《加速度組織》，台北：美商麥格羅.西爾公司。
顧淑馨譯，Hamel, Gary & C.K. Prahalad著
1994 《競爭大未來》，台北：智庫。
二、英文部份
Argyris, Chris
1990 Overcoming Organizational Defenses：Facilitating Organizational Learning Needham, MA：Allen and Bacon.
1993 On Organizational Learning（Ｉ）,Cambridge：Blackwell Publishers.
1994 On Organizational Learning （Ⅱ）, Cambridge：Blackwell Publishers.
Argyris, Chris ＆ Donald A Schon
1995 Organizational Learning II- Theory：Method and Practice, U.S.A.：ddision-Wesley Publishing Company.
Beard,David
1993 Learinig to Change Organization, Personnel Management, Vol.25, No.1, pp.32-35.
Beck A. T.
1976 Cognittive therapy and emotional disorders, New York：International Universities Press.
Bennett, Joan Kremer & O,Brien, Michael J.
1994 “The Building Blocks of The Learning Organization”, Training,Vol. 31, No. 6, pp.41-49.
Bennis W.
1993 Beyond Bureaucracy：Essay on the Development and Evolution of Human Organization, San Francisco：Jossey-Bass.
Blanchard, Ken, Carew, Don ＆ Parisi-Carew, Eunice
1996 “How to Get Your Group to Perform Like A Team”, Training ＆ Development Journal,Vol.50,No. 1, pp.34-37.
Calvert Cene Mobley Sandra ＆ Marshall Lisa
1994 “Grasping The Learning Organization”, Training and Development Journal, Vol. 48. No. 4, pp.38-43.
Cameron K.S.
1886 “Effectiveness as Paradox：Consensus and Confict in Conceptions of Organizational Effectiveness”, Management Science, 32, pp.539-553.
Cangelosi V. E. ＆ William R. D.
1965 “Organizational Learning：Observations Toward a Theory”, Administrative Science Quarterly, 10（2）, pp.175-202.
Derek Lodge ＆ Barry Cushway
1993 Organizational Behavior and Design, Arrangement with Kogan Ltd.
Dimancescu D.
1997 “The Seamless Enterprise:Making Cross Functional Management Work”. New York: Harper Collins.
Dumaine, Brain
1989 “What the Leaders of Tomorrow See”, Fortune,Vol. 3, No7, pp.54.
Fanning M. M.
1997 “A circular organization chart promotes a hospital wide focus on teams”, Hospital and health Services Administration, 42(2), pp.243-254.
Galer G.＆ Kees H.
1992 “The Learning Organization：How Planners Create Organizational Learning”, Marketing Intelligence and Planning, 10（6）, pp.5-12.
Garvin D. A.
1993 “Building a Learning Organization”, Harvard Business Review , 71（4）, pp.78-91.
Gephart M.A.,Marsick V.J.,Van Buren M.E. & Spiro M.S.
1996 “Learning Organizations come alive”, Training & Developmet, 52,pp.35-45.
Goslin D.A.
1965 The school in Contemporary Society. II linois : Scott, Foresman and Company.
Gundry L. k. ,Prather C. W.& Kickul J. R.
1994 “Building the Creative Organization”, Organizational Dynamics, pp.22-37.
Habermas J.
1968 Knowledge and Human Interests. Boston : Beacon.
Hall G. , Rosenthal J. & Wade J.
1993 “How to Make Reengineering Really Work ?”, Harvard Business Review, pp.119-131.
Hodgetts R. M., Luthans Fred & Lee, Sang M.
1994 “New Paradigm Organizations : From Total Quality to Learning to World Class”, Organizational Dynamics, Winter, pp.5-19.
Jashapara, Ashok
1993 “The Competitive Learning Organization：A Quest for Holy Grail”, Management Decision, Vol. 31, No. 8, pp.52-62.
Kaplan,Rohert S.and Norton, David
1996 The zBalanced Scorecard, Boston : Harvard Business School press.
Kim P. & Wolff W.
1994 “Improving Government Performance: Public Management Reform and the National Performance Review”, Public Productivity & Management Review, Vol. 18, No. 1, pp.73-87.
Lane W. R.
1970 Foundations of Educational Administration : A Behavioral Analysis, London : The Macmillan Co.
Leonard Barton D.
1992 “The Factory as a Learning Laboratory”, Sloan Management Review, 34(1), pp.23-38.
Lowenthal J.
1994 Reengineering the Organization : A Step-to-Step Approach to Corporate Revitalization, ASQC Quality Press.
Luthans D., Rubach J.＆ Marsnik P.
1995 “Going Beyond Total Quality : The Characteristics, Techniques, and Measures of Learning Organizations”, The International Journal of Organizational Analysis , 3(1), pp.24-44.
Marquardt J.
1996 Building the Learning Organization：A System Approach to Quantum Improvement and Global Success. New York：McGraw-Hill.
McGill, Michael E., Slocum, John W. & Lei, David
1992 “Management Practices in Learning Organization”, Organizational Dynamics, Spring, pp.5-17.
Mezirow J.
1991a Transformative dimensions of adult learning , SanFrancisco: Jossey-Bass.
Miller W.L.& Crabtree B.F
1992 “Primary Care Research: A Multimethod Typology and Qualitative Road Map”, In Crabtree & Miller（eds.）,Doing Qualitative. Newbury Park, CA: Sage Publications, Inc.
Morgan G . & Ramirez R.
1984 “Action Learning: A Holographic Metaphor for Guiding Social Change”, Human Relations, 37, pp.1-28.
1986 Image of Organization, CA: Sage Publications, Inc.
Pascale T.
1990 “Managing on the Edge”. New York:Simon and Schuster.
Redding J.C. & Catalanello R.F.
1994 Strategic Readiness: The Making of The Learning Organization, San Francisco, California: Jossey Bass Publishers.
Pedler M.
1989 “Toward the Learning Company” , Management Education and Development.
Reese W.L.
1980 Dictionary of philosophy and religion. Taipei：Tonshan.
Sadler, Philip
1995 Managing Change, Derby: Saxon Graphics Ltd.
Senge, peter M.
1990 The Fifth Discipline：The Art and Practice of The Learning Organization, New York：Doubleday.
1994a “Personal Transformation”, Executive Excellence, 11(1), pp.17-18.
1994b “The Leader's New Work”, Executive Excellence, 11(6), pp.8-9.
1994c “Creating Quality Communities”, Executive Excellence, 11(6), pp.11-13.
Sterwan
1994 “Learning in and About Complex”, Systems Dynamics Review, Vol.10,No.99,pp.291-330.
Sullivan J.＆ Nonaka I.
1986 “The Application of Organizational Learning Theory to Japanese and American Management”, Journal of International Business Studies,17, pp.127-147.
Swieringa, Joop & Wierdsma, Andre
1992 “Becoming A Learning Organization : Beyond theLearning Curve”, MA: Addison Wesley Publishing Company.
Taylor S .J. & Bogdan R.
1984 Introduction to qualitative research methods : The Searcn for meaning, New York: John Wiley& Sons.
Tobin D.R.
1993 “Reeducating the Corporation：Foundations for the Learning Organization”, VT：Oliver Wight.
1993 “The Link between Individual and Organizational Learinig”, Sloan Management Review.
Tompkins, Jim
1995 “The Genesis Enterprise : Creating Peak-to-Peak Performance”, New York: McGraw-Hill.
Ulrich D., Jick T.& Vov Glnow, Ann M.
1992 “High-Impact Learning Building and Diffusing Learning Capability”, Organization Dynamics, Autumn, pp.52-66.
Watkins K. E. & Marsick V. J.
1993 Sculpting The Learning Organization ：Lesson in the Art and Science of systemic Change, San Francisco, California：Jossey-Bass Publishers.
Weick K.W.
1979 “The Social Psychology of Organizing”, Reading，MA : Addison Wesley Publishing Company.
Wilson, Kenneth G.
1994 Redesigning Education, Jonathan Dolger Agency.