| 摘要: | 非營利組織(Non-Profit Organizations; NPOS)在使命與目標的驅使下，提供服務給社會大眾，不以營利為目的，其經營的是公益性事業。非營利的發展及服務需要資金支持，組織如何利用有效的營運策略，是組織首要的課題。不同級別的策略規劃決定了不同程度的組織有效性，因此策略規劃的採用對組織的效率有積極影響。本研究主要研究目的在於非營利組織策略規劃之相關探討，組織的策略規劃有許多不同方式，與組織的規模，所在國家之特性、市場需求不同及組織本身的競爭優劣勢相關。本研究為定性研究，採用個案研究及深度訪談結合的方法，以台灣某國際教育組織為例，在世界偏鄉打造以「離開」為目標的教育改革，成立「亞洲NGO人才學校」，在東南亞各國培植社創青年領袖成立教育NGO，讓更多貧困兒童改變人生、扭轉未來。研究中藉由平衡計分卡(Balanced Scorecard, BSC)之觀點分析及探討該組織經營策略。
研究目的有以下三點：
一、了解該組織策略規劃。
二、以平衡計分卡之觀點分析及探討該組織經營策略，未來如何調整其經營策略，持續提供社會服務。
三、提供其他非營利組織未來策略規劃之參考，強化組織功能，讓非營利組織能持續提供社會服務，改善社會危機問題。
本研究發現此新創的台灣國際教育組織，其經營策略符合平衡計分卡之框架，證實非營利組織適用此一策略規劃工具，透過平衡計分卡之四大構面，更能精確定位出組織策略規劃方向。在此研究過程，認知到該組織除了服務受益者之外，最重要的顧客還涵蓋了捐助者、合作企業，顧客的滿意及支持，是該組織發展的關鍵。本研究中的個案藉由其獨特的內部作業流程，讓組織業務運作順暢，提升顧客之滿意度，增加顧客對於該組織服務的認同，顧客構面良好的反應，也一併帶動組織財務構面的發展。該組織有別於傳統非營利組織，意識到財務對於組織的發展至關重要，因此在資金開拓部分，來源多樣化，確保資金足夠支撐。組織的運作及目標的實現。此非營利組織與其他非營利組織的差異，在於組織卓越、創新的營運策略，期許透過本研究之分析，清楚歸納出該組織策略之脈絡，可做為其他非營利組織策略規劃之參考。組織發展需考慮外部環境變化，辨別優劣勢，因此尚需考慮使用其餘策略規劃工具，完整審視組織內外部環境變化及需求，全面發展出適合組織之策略。本研究的個案，定位為國際教育組織，未來在國際上的行銷，也是組織策略發展重點。台灣因政治因素，在國際定位上不明，未來該組織在國際發展上，也許會碰到一些阻力，因此組織未來策略的發展顯現出其重要性。期許該組織基於一個好的策略框架之下，能再研擬出更卓越的策略，讓組織發展永續，組織價值更強化，解決更多社會危機問題。
Non-profit organizations (Non-Profit Organizations; NPOS) are driven by missions and goals, providing services to the public, not for profit, and operating public welfare undertakings. The development and services of non-profits require financial support. How to use effective operating strategies is the primary issue for organizations. Different levels of strategic planning determine different degrees of organizational effectiveness, so the adoption of strategic planning has a positive impact on organizational efficiency. The main research purpose of this study is to discuss the strategic planning of non-profit organizations. There are many different ways of strategic planning of organizations, which are related to the size of the organization, the characteristics of the country where it is located, the different market demands, and the competitive advantages and disadvantages of the organization itself. This research is a qualitative research, using a combination of case studies and in-depth interviews. Taking an international education organization in Taiwan as an example, it created an educational reform with the goal of "leaving" in a remote village in the world, and established the "Asian NGO Talent School" in Southeast Asia. Countries around the world are cultivating social innovation youth leaders to set up educational NGOs, so that more poor children can change their lives and reverse their futures. In the study, the organization's business strategy was analyzed and explored from the viewpoint of Balanced scorecard (BSC).
The purpose of the research is the following three points:
1. Understand the organization's strategic planning.
2. Analyze and discuss the organization's business strategy from the perspective of the balanced scorecard, and how to adjust its business strategy in the future to continue to
provide social services.
3. Provide references for future strategic planning of other non-profit organizations, strengthen organizational functions, and enable non-profit organizations to continue to
provide social services and improve social crisis issues.
This study found that the business strategy of this newly created Taiwan international education organization conforms to the framework of the Balanced Scorecard, which proves that non-profit organizations are suitable for this strategic planning tool. Organizational strategic planning direction. During the research process, it is recognized that in addition to serving beneficiaries, the most important customers of the organization include donors and cooperative enterprises. Customer satisfaction and support are the key to the development of the organization. The case in this study, through its unique internal operation process, makes the organization’s business run smoothly, improves customer satisfaction, increases customers’ recognition of the organization’s services, and the good response from the customer aspect also drives the organization’s financial aspect. development of. The organization is different from traditional non-profit organizations. It realizes that finance is crucial to the development of the organization. Therefore, in the part of fund development, the sources are diversified to ensure sufficient support. The functioning of the organization and the achievement of its goals. The difference between this non-profit organization and other non-profit organizations lies in the excellent and innovative business strategy of the organization. It is hoped that through the analysis of this research, the context of the organization's strategy can be clearly summarized, which can be used as a reference for strategic planning of other non-profit organizations. Organizational development needs to consider changes in the external environment and identify strengths and weaknesses. Therefore, it is necessary to consider using other strategic planning tools to fully examine the changes and needs of the internal and external environments of the organization, and develop a strategy suitable for the organization in an all-round way. The case of this study is positioned as an international educational organization, and its future international marketing is also the focus of organizational strategy development. Due to political factors, Taiwan's international positioning is unclear. In the future, the organization may encounter some obstacles in its international development. Therefore, the development of the organization's future strategy shows its importance. It is hoped that based on a good strategic framework, the organization can develop more excellent strategies, so that the development of the organization can be sustainable, the value of the organization can be strengthened, and more social crisis problems can be solved. |
