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āļāļēāļĢāļ›āļĢāļ°āđ€āļĄāļīāļ™āļ›āļĢāļ°āļŠāļīāļ—āļ˜āļīāļœāļĨāļ­āļ‡āļ„āđŒāļāļēāļĢāđāļšāļšāļ­āļ‡āļ„āđŒāļĢāļ§āļĄ: āļĻāļķāļāļĐāļēāļāļĢāļ“āļĩāļāļĢāļĄāļĻāļļāļĨāļāļēāļāļĢ PDF Print E-mail

āļāļēāļĢāļ›āļĢāļ°āđ€āļĄāļīāļ™āļ›āļĢāļ°āļŠāļīāļ—āļ˜āļīāļœāļĨāļ­āļ‡āļ„āđŒāļāļēāļĢāđāļšāļšāļ­āļ‡āļ„āđŒāļĢāļ§āļĄ: āļĻāļķāļāļĐāļēāļāļĢāļ“āļĩāļāļĢāļĄāļĻāļļāļĨāļāļēāļāļĢ

 

 

 

 

 

 

 

 

 

 

āđ‚āļ”āļĒ

 

āļ™āļēāļĒāļ­āļ•āļīāļŠāļąāļ™āļ•āļīāđŒ   āļ āļđāļ§āļžāļīāļžāļąāļ’āļ™āļ§āļ‡āļĻāđŒ

 

 

 

 

 

 

 

 

āļ”āļļāļĐāļŽāļĩāļ™āļīāļžāļ™āļ˜āđŒāļ™āļĩāđ‰āđ€āļ›āđ‡āļ™āļŠāđˆāļ§āļ™āļŦāļ™āļķāđˆāļ‡āļ‚āļ­āļ‡āļāļēāļĢāļĻāļķāļāļĐāļēāļ•āļēāļĄāļŦāļĨāļąāļāļŠāļđāļ•āļĢāļĢāļąāļāļ›āļĢāļ°āļĻāļēāļŠāļ™āļĻāļēāļŠāļ•āļĢāļ”āļļāļĐāļŽāļĩāļšāļąāļ“āļ‘āļīāļ•

āļ„āļ“āļ°āļĻāļīāļĨāļ›āļĻāļēāļŠāļ•āļĢāđŒ   āļĄāļŦāļēāļ§āļīāļ—āļĒāļēāļĨāļąāļĒāđ€āļāļĢāļīāļ

āļž.āļĻ. 2553

Evaluation of Organization Effectiveness Utilizing Holistic Approach:
A Case Study of The Customs Department

 

 

 

 

 

 

 

 

By

 

Mr. Artisan   Puvapiparttanavong

 

 

 

 

 

 

 

A Dissertation Submitted in Partial Fulfillment of the

Requirements for the Doctor of Public Administration

Faculty of Liberal Arts

Krirk University

2010

 

āļŦāļąāļ§āļ‚āđ‰āļ­āļ”āļļāļĐāļŽāļĩāļ™āļīāļžāļ™āļ˜āđŒ                                āļāļēāļĢāļ›āļĢāļ°āđ€āļĄāļīāļ™āļ›āļĢāļ°āļŠāļīāļ—āļ˜āļīāļœāļĨāļ­āļ‡āļ„āđŒāļāļēāļĢāđāļšāļšāļ­āļ‡āļ„āđŒāļĢāļ§āļĄ:

āļĻāļķāļāļĐāļēāļāļĢāļ“āļĩāļāļĢāļĄāļĻāļļāļĨāļāļēāļāļĢ

āļŠāļ·āđˆāļ­āļœāļđāđ‰āļ§āļīāļˆāļąāļĒ                                                 āļ™āļēāļĒāļ­āļ•āļīāļŠāļąāļ™āļ•āļīāđŒ  āļ āļđāļ§āļžāļīāļžāļąāļ’āļ™āļ§āļ‡āļĻāđŒ

āļŦāļĨāļąāļāļŠāļđāļ•āļĢ/ āļ„āļ“āļ°/ āļĄāļŦāļēāļ§āļīāļ—āļĒāļēāļĨāļąāļĒ          āļĢāļąāļāļ›āļĢāļ°āļĻāļēāļŠāļ™āļĻāļēāļŠāļ•āļĢāļ”āļļāļĐāļŽāļĩāļšāļąāļ“āļ‘āļīāļ•/ āļĻāļīāļĨāļ›āļĻāļēāļŠāļ•āļĢāđŒ/ āļĄāļŦāļēāļ§āļīāļ—āļĒāļēāļĨāļąāļĒāđ€āļāļĢāļīāļ

āļ­āļēāļˆāļēāļĢāļĒāđŒāļ—āļĩāđˆāļ›āļĢāļķāļāļĐāļēāļ”āļļāļĐāļŽāļĩāļ™āļīāļžāļ™āļ˜āđŒ             āļĢāļ­āļ‡āļĻāļēāļŠāļ•āļĢāļēāļˆāļēāļĢāļĒāđŒ āļ”āļĢ. āļĢāļąāļ‡āļŠāļĢāļĢāļ„āđŒ  āļ›āļĢāļ°āđ€āļŠāļĢāļīāļāļĻāļĢāļĩ

āļ›āļĩāļāļēāļĢāļĻāļķāļāļĐāļē                                            2552

 

āļšāļ—āļ„āļąāļ”āļĒāđˆāļ­

 

āļāļēāļĢāļ§āļīāļˆāļąāļĒāđ€āļĢāļ·āđˆāļ­āļ‡ āļāļēāļĢāļ›āļĢāļ°āđ€āļĄāļīāļ™āļ›āļĢāļ°āļŠāļīāļ—āļ˜āļīāļœāļĨāļ­āļ‡āļ„āđŒāļāļēāļĢāđāļšāļšāļ­āļ‡āļ„āđŒāļĢāļ§āļĄ: āļĻāļķāļāļĐāļēāļāļĢāļ“āļĩāļāļĢāļĄāļĻāļļāļĨāļāļēāļāļĢ  āļĄāļĩāļ§āļąāļ•āļ–āļļāļ›āļĢāļ°āļŠāļ‡āļ„āđŒ āļ„āļ·āļ­ 1) āđ€āļžāļ·āđˆāļ­āļ›āļĢāļ°āđ€āļĄāļīāļ™āļ›āļĢāļ°āļŠāļīāļ—āļ˜āļīāļœāļĨāļ­āļ‡āļ„āđŒāļāļēāļĢāđāļšāļšāļ­āļ‡āļ„āđŒāļĢāļ§āļĄāļ‚āļ­āļ‡āļāļĢāļĄāļĻāļļāļĨāļāļēāļāļĢ āļ›āļĢāļ°āļāļ­āļšāļ”āđ‰āļ§āļĒ 4 āļ”āđ‰āļēāļ™ āļ„āļ·āļ­ āļ”āđ‰āļēāļ™āļāļēāļĢāđ€āļ‡āļīāļ™ āļ”āđ‰āļēāļ™āļĨāļđāļāļ„āđ‰āļē āļ”āđ‰āļēāļ™āļāļĢāļ°āļšāļ§āļ™āļāļēāļĢāļ āļēāļĒāđƒāļ™ āđāļĨāļ°āļ”āđ‰āļēāļ™āļāļēāļĢāđ€āļĢāļĩāļĒāļ™āļĢāļđāđ‰āđāļĨāļ°āļāļēāļĢāļžāļąāļ’āļ™āļē        2) āđ€āļžāļ·āđˆāļ­āļĻāļķāļāļĐāļēāļ„āļ§āļēāļĄāļŠāļąāļĄāļžāļąāļ™āļ˜āđŒ āđ€āļŠāļīāļ‡āļŠāļēāđ€āļŦāļ•āļļāļĢāļ°āļŦāļ§āđˆāļēāļ‡āļ•āļąāļ§āđāļ›āļĢāļ•āđˆāļēāļ‡āđ† āļāļąāļšāļ›āļĢāļ°āļŠāļīāļ—āļ˜āļīāļœāļĨāļ­āļ‡āļ„āđŒāļāļēāļĢāđāļšāļšāļ­āļ‡āļ„āđŒāļĢāļ§āļĄ

āļāļēāļĢāļ§āļīāļˆāļąāļĒāļ„āļĢāļąāđ‰āļ‡āļ™āļĩāđ‰ āđ„āļ”āđ‰āđƒāļŠāđ‰āļāļēāļĢāļ§āļīāļˆāļąāļĒāđ€āļŠāļīāļ‡āļŠāļģāļĢāļ§āļˆ (survey research) āļœāļŠāļĄāļāļąāļšāļāļēāļĢāļ§āļīāļˆāļąāļĒāđ€āļŠāļīāļ‡āļ„āļļāļ“āļ āļēāļž (qualitative research) āļœāļĨāļāļēāļĢāļ§āļīāļˆāļąāļĒāļžāļšāļ§āđˆāļē āļāļĢāļĄāļĻāļļāļĨāļāļēāļāļĢāļĄāļĩāļ›āļĢāļ°āļŠāļīāļ—āļ˜āļīāļœāļĨāđāļšāļšāļ­āļ‡āļ„āđŒāļĢāļ§āļĄ     āļ­āļĒāļđāđˆāđƒāļ™āđ€āļāļ“āļ‘āđŒāļ›āļēāļ™āļāļĨāļēāļ‡ āđ‚āļ”āļĒāļĄāļĩāļœāļĨāļāļēāļĢāļ›āļĢāļ°āđ€āļĄāļīāļ™āļ›āļĢāļ°āļŠāļīāļ—āļ˜āļīāļœāļĨāļ”āđ‰āļēāļ™āļāļēāļĢāđ€āļ‡āļīāļ™āđāļĨāļ°āļ”āđ‰āļēāļ™āļĨāļđāļāļ„āđ‰āļēāļ­āļĒāļđāđˆāđƒāļ™āđ€āļāļ“āļ‘āđŒāļ”āļĩ āļ”āđ‰āļēāļ™āļāļĢāļ°āļšāļ§āļ™āļāļēāļĢāļ āļēāļĒāđƒāļ™āļ­āļĒāļđāđˆāđƒāļ™āđ€āļāļ“āļ‘āđŒāļ›āļēāļ™āļāļĨāļēāļ‡ āļŠāđˆāļ§āļ™āļ”āđ‰āļēāļ™āļ—āļĩāđˆāļĄāļĩāļ›āļĢāļ°āļŠāļīāļ—āļ˜āļīāļœāļĨāļ™āđ‰āļ­āļĒāļ—āļĩāđˆāļŠāļļāļ”āļ„āļ·āļ­āļ”āđ‰āļēāļ™āļāļēāļĢāđ€āļĢāļĩāļĒāļ™āļĢāļđāđ‰āđāļĨāļ°āļāļēāļĢāļžāļąāļ’āļ™āļē āđāļ•āđˆāļāđ‡āļĒāļąāļ‡āļ„āļ‡āļ­āļĒāļđāđˆāđƒāļ™āđ€āļāļ“āļ‘āđŒāļ›āļēāļ™āļāļĨāļēāļ‡āđ€āļŠāđˆāļ™āļāļąāļ™ āļ‹āļķāđˆāļ‡āļ–āđ‰āļēāđ€āļ›āđ‡āļ™āļāļēāļĢāļžāļīāļˆāļēāļĢāļ“āļēāļ›āļĢāļ°āļŠāļīāļ—āļ˜āļīāļœāļĨāļ­āļ‡āļ„āđŒāļāļēāļĢāđ€āļŠāđˆāļ™āđƒāļ™āļ­āļ”āļĩāļ• āđ‚āļ”āļĒāļ”āļđāļ›āļĢāļ°āļŠāļīāļ—āļ˜āļīāļœāļĨāļ”āđ‰āļēāļ™āļāļēāļĢāđ€āļ‡āļīāļ™āđ€āļžāļĩāļĒāļ‡āļ­āļĒāđˆāļēāļ‡āđ€āļ”āļĩāļĒāļ§ āļ„āļ‡āļŠāļĢāļļāļ›āļ§āđˆāļēāļ­āļ‡āļ„āđŒāļāļēāļĢāļ™āļĩāđ‰āļ›āļĢāļ°āļŠāļšāļ„āļ§āļēāļĄāļŠāļģāđ€āļĢāđ‡āļˆ āđāļ•āđˆāļ—āļąāđ‰āļ‡āļ™āļĩāđ‰āļāļēāļĢāļ™āļģāđāļ™āļ§āļ„āļīāļ”āļ—āļĪāļĐāļŽāļĩ Balanced Scorecard āđ€āļ‰āļžāļēāļ° 4 āļ”āđ‰āļēāļ™ āļ„āļ·āļ­ āļ”āđ‰āļēāļ™āļāļēāļĢāđ€āļ‡āļīāļ™ āļ”āđ‰āļēāļ™āļĨāļđāļāļ„āđ‰āļē āļ”āđ‰āļēāļ™āļāļĢāļ°āļšāļ§āļ™āļāļēāļĢāļ āļēāļĒāđƒāļ™ āđāļĨāļ°āļ”āđ‰āļēāļ™āļāļēāļĢāđ€āļĢāļĩāļĒāļ™āļĢāļđāđ‰āđāļĨāļ°āļāļēāļĢāļžāļąāļ’āļ™āļē āļĄāļēāđ€āļ›āđ‡āļ™āđāļ™āļ§āļ—āļēāļ‡āđƒāļ™āļāļēāļĢāļ›āļĢāļ°āđ€āļĄāļīāļ™āļ›āļĢāļ°āļŠāļīāļ—āļ˜āļīāļœāļĨāđƒāļ™āļ”āđ‰āļēāļ™āļ•āđˆāļēāļ‡ āđ† āļĢāļ§āļĄāļ–āļķāļ‡āļāļēāļĢāļ§āļīāđ€āļ„āļĢāļēāļ°āļŦāđŒāļ‚āđ‰āļ­āļĄāļđāļĨāļˆāļēāļāļāļēāļĢāļ„āđ‰āļ™āļ„āļ§āđ‰āļēāđ€āļ­āļāļŠāļēāļĢ āļ‚āđ‰āļ­āļĄāļđāļĨāļˆāļēāļāļāļēāļĢāļŠāļąāļ‡āđ€āļāļ•āļāļēāļĢāļ“āđŒ āđāļĨāļ°āļ‚āđ‰āļ­āļĄāļđāļĨāļˆāļēāļāļāļēāļĢāļŠāļąāļĄāļ āļēāļĐāļ“āđŒ āļāđ‡āļžāļšāļ§āđˆāļē āđ‚āļ„āļĢāļ‡āļŠāļĢāđ‰āļēāļ‡āļ­āļ‡āļ„āđŒāļāļēāļĢāļ–āļđāļāđāļ—āļĢāļāđāļ‹āļ‡āļˆāļēāļāļāđˆāļēāļĒāļāļēāļĢāđ€āļĄāļ·āļ­āļ‡āļŠāđˆāļ‡āļœāļĨāļāļĢāļ°āļ—āļšāļ•āđˆāļ­āļŠāļ āļēāļžāđāļ§āļ”āļĨāđ‰āļ­āļĄāļ āļēāļĒāđƒāļ™āļ­āļ‡āļ„āđŒāļāļēāļĢāļ—āļĩāđˆāļĄāļĩāļ„āļ§āļēāļĄāļŠāļąāļĄāļžāļąāļ™āļ˜āđŒāļ•āđˆāļ­āļ›āļĢāļ°āļŠāļīāļ—āļ˜āļīāļœāļĨāļ­āļ‡āļ„āđŒāļāļēāļĢ āļŦāļēāļāđāļ•āđˆāļ›āļąāļˆāļˆāļąāļĒāļ—āļĩāđˆāđ€āļ›āđ‡āļ™āļ•āļąāļ§āđāļ›āļĢāļ—āļĩāđˆāļĄāļĩāļ­āļīāļ—āļ˜āļīāļœāļĨāļ•āđˆāļ­āļ›āļĢāļ°āļŠāļīāļ—āļ˜āļīāļœāļĨāļ­āļ‡āļ„āđŒāļāļēāļĢāđāļšāļšāļ­āļ‡āļ„āđŒāļĢāļ§āļĄāļ‚āļ­āļ‡āļāļĢāļĄāļĻāļļāļĨāļāļēāļāļĢāđāļ—āđ‰āļˆāļĢāļīāļ‡āļ„āļ·āļ­ āļœāļđāđ‰āļ™āļģ āļ™āļ­āļāļˆāļēāļāļ™āļąāđ‰āļ™ āļœāļĨāļāļēāļĢāļĻāļķāļāļĐāļēāļĒāļąāļ‡āļŠāļ°āļ—āđ‰āļ­āļ™āđƒāļŦāđ‰āđ€āļŦāđ‡āļ™āļ§āđˆāļē āļāļēāļĢāļ™āļģāđāļ™āļ§āļ„āļīāļ”āļ āļēāļ§āļ°āļœāļđāđ‰āļ™āļģāļ‚āļ­āļ‡āļĢāļąāļ‡āļŠāļĢāļĢāļ„āđŒ āļ›āļĢāļ°āđ€āļŠāļĢāļīāļāļĻāļĢāļĩ (2551) āđāļĨāļ°āđāļ™āļ§āļ„āļīāļ” Balanced Scorecard āļ‚āļ­āļ‡ Kaplan & Norton (1996-2006) āļĄāļēāļ›āļĢāļ°āļĒāļļāļāļ•āđŒāđƒāļŠāđ‰āđƒāļ™āļāļēāļĢāļžāļąāļ’āļ™āļēāļ­āļ‡āļ„āđŒāļāļēāļĢ āļˆāļ°āļ—āļģāđƒāļŦāđ‰āļ›āļĢāļ°āļŠāļīāļ—āļ˜āļīāļœāļĨāļ­āļ‡āļ„āđŒāļāļēāļĢāđāļšāļšāļ­āļ‡āļ„āđŒāļĢāļ§āļĄ āļžāļąāļ’āļ™āļēāđƒāļ™āļ—āļīāļĻāļ—āļēāļ‡āđ€āļŠāļīāļ‡āļšāļ§āļ āļ•āđˆāļ­āđ„āļ›

 

Dissertation Title                               Evaluation of Organization Effectiveness Utilizing Holistic Approach: A Case Study of The Customs Department

Author’s Name                                   Mr. Artisan  Puvapiparttanavong

Program/ Faculty/ University         Doctor of Public Administration/ Liberal Arts/ Krirk University

Dissertation Advisor                         Associate Professor Dr. Rangson  Prasertsri

Academic Year                                   2009

 

Abstract

 

This research entitled “Evaluation of Organization Effectiveness Utilizing Holistic Approach: A Case Study of The Customs Department” aims to 1) assess the Effectiveness of    the Holistic Organization of the Customs Department in terms of the Financial Perspective, Customer Perspective, Internal Process Perspective and Learning and Growth Perspective and           2) study the cause and effect relationship between variables with effectiveness of the Holistic Organization.

This research uses survey together with qualitative research. It was found from the study that the four parts of Balanced Scorecard is at a medium level. The assessment of Financial Perspective and the Customer Perspective is at a good level. Internal Process Perspective is at a  medium level.  Part of the least effective is the Learning and Growth Perspectives but the criteria remain at a medium level which is considered effective if organization is viewed from a Financial Perspective alone. We would then conclude that this organization is successful. However, combining the four parts of Balanced Scorecard (Financial Perspective, Customer Perspective, Internal Process Perspective and Learning and Growth Perspective) as a guide in evaluating the effectiveness of various information, including analysis of research documents with data from observations and data from interviews it was found that Structure Organization is interfered by political parties affecting the internal environment of the organization relating to Organizational Effectiveness. But the real variables that influence the Effectiveness of The Customs Department is its Leader. Besides, the result of the study reflects that by combining the concept of leadership of Rangson Prasertsri (2551) and the concept of the Balanced Scorecard of Kaplan & Norton (1996-2006) and applying in organizational development will enable the Department’s effectiveness to be positive in the years to come.

 

 

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