完整後設資料紀錄
| DC 欄位 | 值 | 語言 |
|---|---|---|
| dc.contributor.author | 王振軒 | |
| dc.contributor.other | Chen-Shiuen Wang | |
| dc.date.accessioned | 2020-08-25T06:59:38Z | - |
| dc.date.available | 2020-08-25T06:59:38Z | - |
| dc.date.issued | 2012/10/24 | |
| dc.identifier.issn | 1682-587N | |
| dc.identifier.uri | http://dspace.fcu.edu.tw/handle/2376/2489 | - |
| dc.description.abstract | 長久以來，具非營利性、公益特質的非政府組織，一般都被刻板的認為，應該是屬社會中默默付出且最為無聲的一群，在組織的經營型態上，不應與營利組織相提並論；也因此，許多非政府組織在經營管理上的問題，一直也都乏人問津，甚少被業界與學術界所討論。然而，隨著社會的多元和公民社會概念的崛起，非政府組織的發展也面臨了前所未有的衝擊；這個衝擊一則帶來了非政府組織在「量」上面急速增加而令人振奮的喜悅，一方面卻也因此讓人擔心其在對「質」管控上的問題；特別是在這樣一個新興、廣大且氛圍混沌的公益市場中，非政府組織將會穩健的成長，抑或不自覺地走入組織生命週期的末端而最終走向死亡？令人好奇也值得探討。_x000D_ 本文將從危機管理的角度出發，探討非政府組織在長期沒有經營管理理論的指導下，在面對瞬息多變、狀況百出的市場環境，如何建構一項專屬於非政府組織的危機管理能力，並對其做出最即時、有效的回應，讓組織能在這樣一個新型態的經營環境中脫穎而出。 | |
| dc.description.sponsorship | 逢甲大學 | |
| dc.format.extent | 28 | |
| dc.language.iso | 中文 | |
| dc.relation.ispartofseries | 逢甲人文社會學報 | |
| dc.relation.isversionof | 第十三期 | |
| dc.subject | 非營利組織 | |
| dc.subject | 危機管理 | |
| dc.subject | 危機偵測 | |
| dc.subject | 公共責信 | |
| dc.subject.other | Non-Governmental Organizations | |
| dc.subject.other | Crisis Management | |
| dc.subject.other | Crisis Detection | |
| dc.subject.other | Public Accountability | |
| dc.title | 非政府組織的危機管理 | |
| dc.title.alternative | Non-Profit Organizations and Crisis Management | |
| dc.type | 期刊篇目 | |
| dc.description.translationabstract | For a long time, the non-governmental organizations with non-profit and philanthropic characteristics are stiffly considered as the silent group which quietly makes contribution to the society. In terms of the organizational management type, Non-Governmental Organizations should not be considered that they are equal to_x000D_ Non-Profit Organizations. Therefore, many issues of NGO management are seldom explored and even discussed by industries and academic circle. Nevertheless, since the rise of plural and civil society concepts, the development of NGO is facing an unprecedented impact. On one hand, this impact brings NGO a quick increase in quantity; on the other hand, the control of quality has thus been worried, especially in the emerging, broadened, and chaotic philanthropic market. It has been curious and worth of discussion that the NGOs will either grow steadily, or move toward the end of organizational life cycle and finally die out?_x000D_ From the angle of crisis management and without the guidance of management theory, this paper seeks to discuss that how NGOs establish the exclusive capability of crisis management under the situation of fast changing and variable market_x000D_ environment. Also, a quick and effective response will be made in order to make organization transcend a new-type operational environment. | |
| 分類: | 第13期 | |
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