臺灣之建築師及其事務所執業環境已面臨嚴重困境，國內建築產學界基於危機認 知，紛紛提出改革論述，惟重點均著眼於兩方面：（一）事務所執業形態之改變； (二）與相關專業之權責劃分。此二者就建築師專業而言，係屬「權益確保」及「職 責釐清」之關鍵要務；然而就相關專業及外界而言，卻是「爭利」及「卸責」之觀 感，因此短期內不易有所改變。在外界大環境非建築師所能操控之下，就現況探討既 有組織之變革及執行營運之改進，應爲較務實之做法。 建築師於現行制度下，需兼具「組織擁有者」及「專業經理人」之雙重角色。然 而其養成教育均著重於建築專業之訓練，普遍缺乏對於組織管理經營及人力資源運用 方面之能力。本研究擬引用組織理論與管理觀點，分別就事務所組織之設計、業務工 作之設計及執行方式、時間排程、與事務所之經營策略等項目，提出應用性之方案建 議，俾供建築師於變動之困境中執業參考。

The architect associations in Taiwan are faced with critical predicament. Basing on recognizes the risk, scholars and architects address many essays about innovation, which point on two aspects: (1) changing form of architect associations, (2) demarcating authorities and duties with related professions. However, according to the misinterpretation of "struggling for power and benefit” and "shirking the responsibilities" by the people, there won’t be any change in the short-term. Conferring the improvement of business and innovation of organization in currently is the pragmatic approach. Below the laws and regulations currently in effect, architects are both "the owner of organization" and M the manager of profession", whereas they were trained from academy of architecture, lack the capabilities of management of organization and human resources generally. The author quotes from the theory of organization and view of management in the design of organization, design of job, operational pattern, work schedules, and the association strategies. Hoping the applied suggestions of proposal may be useful for the architects and associates.