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公辦藝文團體之變革管理-以台北市立交響樂團為例 / Change Management of Public Art Organization – A Case Study of Taipei Symphony Orchestra徐家駒 Unknown Date (has links)
台北市立交響樂團,隸屬台北市文化局,創團四十年來,歷經數任團長。筆者自民國93年起接任團長,持續嘗試、修正有別於以往的管理作為,期望能為北市交開創新局。
本文以「公辦藝文團體之變革管理-以台北市立交響樂團為例」為題,透過Kotter「變革八步驟」,回顧五年多來,筆者領導北市交歷經改變之過程,其中包含:權力釋放、團員管理、結構轉型、推動新產品服務。本研究檢視北市交變革歷程,其中的成功經驗,可為日後管理者之重要依據;至於失敗經驗的全面檢討,更應客觀面對避免重蹈覆轍。
研究結果顯示,北市交尚未邁入變革執行步驟之前,基於積習已久的既有制度及前團長的管理作為,團員已凝聚濃厚變革意識。至於「團發會」之成立與運作,實則扮演著北市交變革指導團隊的重要角色。儘管變革初期,未有明確方向之願景,變革領導者堅持操守、不斷與團員互動溝通、以至於外在事件(兩度痛苦的音樂總監遴選經驗)衝擊時,領導者力挺支持團員的表現,皆有助於吸引組織成員、投以正向回饋,轉為支持變革。
文末,延伸探討:「北市交管理美中不足之處」、「目前編制下所產生之矛盾」、「團長制、總監制、雙首長制,何去何從」,對此三項議題略抒己見。建議後續研究者,可關注北市交變革之持續性,至於研究公辦交響樂團管理辦法如何規劃與落實,則可參考北市交近年來逐漸為團員支持肯定之內部管理辦法及發展經驗。
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激進式變革與漸進式變革適用性之探討黃建銘 Unknown Date (has links)
本研究所要回答的問題如下:(1)將變革的方式區分為激進式變革與漸進式變革,其中任何一種變革所代表的意義為何?(2)激進式變革與漸進式變革在過去各有其支持的學者,他們主要的理論觀點為何?反對的學者所提出的問題為何?(3)組織本身所具有的特質對於選擇兩種一同的變革方式產生了什麼影響?(4)情境因素對於選擇變的方式產生了什麼影響?第3個與第4個問題為本研究的重心。
本研究參考了過去的相關變革文獻與研究,並將變革方式以激進式變革和漸進式變革進行分類,並且依據兩大類的適用性變數進行整理,其中一類變數為組織本身所具有的特,包括企業活動類別、企業文化、企業的規模、企業總裁或高階經營團隊的特質,組織內部相依程度等等,另一類則為情境因素,包括問題的急迫性、競爭環境的特質,還有資訊科技發展對企業活動影響的程度。研究方法則採用個案深入訪談,選擇了國內的廠商共八家,觀察的對象為組織內部所發生的變革事件、組織本身所具有的特質與進行變革時的情境因素。
研究的結果如下:在組織特質方面,企業活動的類別(製造或服務)與所屬國籍對選擇變革方式並沒有明顯的影響,當企業文化傾向於美式文化、規模較大、發生了總裁換任事件、高階經營團隊資歷較短或其資歷差異較大、或高階經營團隊的學經歷背景差異較大,組織內部相依程度較高時,組織發生了較多的激進式變革,反之則多為漸進式變革。在情境因素方面,當企業面臨了急迫的問題、經營的環境較為動盪、環境變化的可預測性較低、環境的相容性較低、資訊科技的進步會大幅度地影響組織運作的方式時,組織發生了較多的激進行變革,反之多為漸進式變革。
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人力資源管理在變革中所承擔的角色與功能--以某跨國公司推動六標準差為例朱承平, Chu, Cheng Ping Unknown Date (has links)
企業為求成長與永續經營變革乃必須的歷程,而徵諸許多變革歷程的資料,人力資源管理所扮演的角色與功能已經日益突顯,從以往執行者角色,逐漸蛻化成推動變革者,策略夥伴的角色。
而全球化、新科技、人力市場結構的急速變遷以及市場回應速度,更使得人力資源管理在變革中所承擔的功能越趨複雜,實有必要深入探討。
1) 將變革人資與六標準差一並做研究,恐會備多力分,宜更加緊約,俾
能更邏輯。
2) 部分資料引用係次級資料宜加以改進。
3) 資料求證上因受到限制,致未能完全達到測試期求結果。
4) 應在財務成效外繼續研討組織變革與策略在變革上做更進一步研究。
5) 較偏重訓練對變革的影響,宜擴及至其他人資功能在變革過程角色
的研究。 / For the rapid growth and sustainable management purposes, Change has become an inevitable process in many businesses, however, the role of Human Resource to participate in managing change now is more prominent than ever from time to time, from the implementer in the earlier stage, gradually becomes the change facilitator and even now the partner during the strategic decision stage.
Globalization, new technology, the fast changing of human market infrastructure, and the need of quick response for market situation, enable the function and role of Human Resource to be more complicated, and this is main purpose for this study, to study the role and function of Human Resource on managing change.
1) It was rather difficult to integrate change ,sigma and Human Resource together to complete this thesis, and more logic process should be address.
2) Some data and literature are from sub level, should be improved.
3) It was a little regret due to the condition and limitation during the survey process, the accuracy of some result are below the expectation, should be improved then as we make the similar study.
4) Most result are based on financial performance, should be expanded to the organizational development and strategy.
5) Too much emphasized and focus on the impact of training,and some other HR functions like performance management,moral and motivation should be further studied.
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Managing User Resistance in Enterprise Systems Implementation / 企業系統建置時,使用者抗拒的原因、行為與管理策略之研究蘇朝清, Su,Chao Chang Unknown Date (has links)
企業大型商用套裝軟體(企業系統)的導入迫使系統使用者在許多方面必須進行改變,包含了工作的內容、人際間的關係、決策的過程以及工作的現狀。變革管理在企業系統建置能否成功的議題上扮演了非常關鍵性的角色。全面性地瞭解不同型態的使用者為什麼會抗拒企業系統建置的原因將有益於管理策略的執行並且產生更加符合期望的建置成果。本研究應用Delphi方法,針對十二位專案管理人進行深入的訪談,從他們的背後代表的上百個專案的經驗中,發現主管階層的使用者和基層操作階層的使用者對企業系統的抗拒原因不同,所需使用的管理策略亦不相同。管理階級的使用者本身抗拒系統最主要的原因為相信自己決策的能力比電腦來得強,同時對於系統能帶來的效益較持懷疑的態度。他們最常表現出來的抗拒行為是在會議當中和高階主管或是顧問們顯現負面的感覺或是抱怨。主管階層的使用者需要的是參與式的管理策略,給予協助並且確認他們對整個系統所能帶來的效益有所瞭解。而對於基層操作階層的使用者來說,因為導入系統所帶來的工作量增加、受到監視的感覺增加以及對於系統的不熟悉、認知不足,是他們抗拒企業系統的主要原因。這些使用者傾向於將錯誤推諉給其他員工以及直接抱怨系統的不易使用。本研究建議針對基層操作員工進行整體流程的訓練、加上適當的獎勵制度以及由他們的直屬主管來和他們進行更明確的溝通,協助他們解決問題。 / Enterprise systems (ES) impose changes on users in many areas: job content, interpersonal relationships, decision-making approaches, and work status. Change management is critical to successful ES implementation. A complete understanding of reasons and behaviors of different types of user resistance can lead to better management strategies and desired outcomes. Applying Delphi techniques with in-depth interviews with 12 project managers of more than one hundred ES projects, the study found that managerial and operational users resist enterprise systems in different ways and require different management strategies. Managerial users resisted using enterprise systems mainly due to confidence in their own way of making decisions and low perceived value of the system. They tended to express their doubts and negative feelings in meetings with top managers and consultants, and required more participative strategies to clarify their understanding of ES benefits. Resistance from operational users came mainly from excessive workloads, increased monitoring, and insufficient knowledge of ES. These users tended to blame others for errors as well as complaining the difficulties of using the system. It is suggested that users receive process training with proper rewards and clear communication from direct managers.
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多國公司由區域型組織轉型為全球化組織之研究:以美商石化公司為例梁育強 Unknown Date (has links)
對台灣的企業而言,全球貿易從來不是新鮮的事。台灣企業早已面對全球市場、參與全球競爭。但是在這些行業中的台商能否稱為全球化的公司或是具有全球化組織架構的跨國公司呢?這恐怕是有爭議的。對許多西方多國公司而言,它們的業務範圍早已分佈於世界各地。他們所思考的是如何強化現有的組織架構、善用全球搜尋能力,進而擴大規模經濟效益、增強全球競爭能力使企業轉型為全球化的組織。這個議題是從20世紀末期一直到今天都不曾停止的。
多國公司所關注的問題已經不再是如何由本土市場進軍國際市場,或是如何面對國際競爭的問題。它們關注的問題是如何在全球據點對價值鏈中的各項價值活動做合理的配置,使得企業的效益能夠充分發揮,同時藉著部門間的協調和整合來提升組織的效率和效能而成為真正全球化的企業組織,進而掌握全球市場。
在這些多國公司全球化的過程中,不但要整合所有的價值活動,更要適當的配置這些價值活動,將它們佈置在最適合的地點,以發揮全球組織架構的優勢。而這個全球組織架構的建立與運作不但是前所未見的企業行為,更是多國公司全球化的創舉。因此,吾人希望藉著其中某大石化公司全球化的過程與經驗,了解他們是如何進行全球化的組織轉型,找出其中的關鍵成功因素及達成全球化組織轉型的作法,以供國內企業之借鏡與參考。同時吾人亦將以整合─回應架構理論針對價值鏈中國際行銷管理因公司組織全球化而做的改變加以探討。此外,亦希望藉此案例瞭解多國公司除了改造作業流程、進行組織轉型、以降低成本及提高組織效率之外,也盼望能了解多國公司如何進行全球組織的知識管理來累積經驗曲線,增進創新能力。
吾人希望藉此研究了解:
<1>多國公司是如何由區域型組織(以亞洲為例)轉型為全球化的組織?
<2>多國公司(MNCs)在轉型為全球化組織時,國際行銷之“整合-回應”架構的差異為何?
本研究共計分為五章,第一章敘述研究背景與動機、研究問題與目的和研究流程;第二章則探討多國公司之改革與發展、多國公司之策略與類型、 多國公司整合─回應架構之應用和多國公司子公司之策略性角色;第三章提出初步研究架構、個案研究法和研究限制。第四章為個案背景與分析、第一節將先描述個案所面臨的全球環境、然後針對個案A1事業部所處的產業環境和顧客加以分析、並運用Porter五力分析了解A1事業部的產業競爭優勢。第二節將探討全球策略下的組織轉型及全球化的組織架構。接著在第三節詳述如何由國際區域型組織轉型為全球化組織,並以個案的全球化專案小組為例,說明如何成立專案小組、選擇成員、建立新的資訊平台與作業系統、和相關部門溝通到系統建構完成與測試計劃的擬定。第四節則以A1事業部為例,比較原有的組織架構和全球化組織架構的差異,同時將論及全球化企業中最重要組織控管原則,然後聚焦於國際行銷管理的4P、新產品開發及知識管理,最後希望能歸納出多國公司全球化的主要步驟和關鍵成功因素。第五章為結論與建議。
由本個案可歸納出,多國公司由區域型組織轉型為全球化的組織時,其主要作法如下:
1. 由全球最高管理階層召集高階主管組成全球組織轉型專案小組
2. 根據企業所處全球競爭環境擬訂全球策略並設計全球組織架構
3. 依據全球策略及組織架構擬訂作業流程並選擇全球資訊平台與作業系統
4. 由全球最高管理階層發佈並說明企業面對之環境及公司未來目標和願景
5. 選擇適當人員組成區域專案小組,負責推動組織轉型
6. 訓練區域專案小組成員熟習全球資訊平台與作業系統,並依照此系統設計業務準則
7. 建構全球資訊平台與作業系統、進行數據轉換
8. 全球資訊平台與作業系統之测試與評估
9. 定期向全公司溝通“全球化”之進度
10. 定義全球企業組織之職務及權責(Role & Responsibilities)
11. 進行組織轉型、人事調整,區域型組織轉型為全球化組織
12. 發佈全球化組織的業務準則及作業流程
13. 定期追蹤組織績效,蒐集客戶和基層人員反映,以供修正業務準則及作業流程參考
同時吾人亦可由本個案的知多國公司(MNCs)達成全球化的關鍵成功因素為:
1. 企業最高級主管的願景(Vision)及意志力;
2. 足夠的財力以建立、維護並更新全球作業系統;
3. 具跨文化管理經驗及能力的管理團隊;
4. 良好的業務準則及管理系統;
5. 遵守業務準則的企業文化;
6. 全球一致的企業語言及價值觀;
7. 跨業務單位的協調機制;
8. 定期反饋市場情況的能力;
9. 與時俱進的國際人力資源管理制度。
以本個案而言,全球化組織架構可以幫助提升多國公司的知識管理能力,但是卻對企業創新能力的助益不大,甚至因為全球作業系統的標準化、流程的簡單化、決策的極權化以至於對地區客戶的反應能力降低進而導致創新能力的減弱。然而,一旦全球企業觀察到世界各地市場對產品的共同需求並且決定投入資源去掌握此機會時,則其所發揮的能力和速度將會遠勝過區域型的多國公司。同時因為具有全球資源、網絡和市場,使得全球企業能夠有足夠的經濟規模從事較耗費資源的、革命性的產品創新工作。
另一方面,由於全球企業的資訊網路連結和跨區域的事業部組織架構,使得某地區的最佳典範能夠快速的轉移、複製到全球各地,領先競爭者、取得市場先機,更能夠因此快速的建立全球企業的經驗曲線。因此,以同一企業而言,全球化的知識管理能力將優於區域型組織。此知識管理能力可能較偏向於既有產品開發的成功經驗轉移而非新產品的創新,或是有關改進生產及組織管理效率的作法。
根據本個案的研究,吾人對台灣的企業建議如下:
1. 企業全球化之前必須了解各子公司所在地的法律以確保子公司及全球總公司所做的任何交易和投資都符合當地法律,避免誤蹈法網。同時對各地的法律的瞭解亦可保護公司資產、取得較佳稅率以增進獲利能力。
2. 全球化的第一個步驟就是企業管理的制度化、標準化、透明化和正式化。而企業控管能力的強化更是不可或缺的條件。台灣企業雖然已逐步邁向國際化但是除了少數大型企業以良好的制度管理公司以外,大部分的企業依舊有較大的改善空間。
3. 全球企業管理系統的建立可以提供全球子公司共同的作業平台和全球連結的管理系統,然而如何在此龐大的系統中注入適當的彈性以滿足地區市場和客戶的需求是組織全球化之前必須仔細考量的問題。
4. MEGA 公司對知識管理的重視和如何建立一個有效的全球知識管理系統足以作為台灣企業的借鏡。企業領導人必須重視知識管理並且全力推動。全球知識經驗的累積和分享將可協助企業成為學習型的組織。
5. 企業全球化需要及早儲備國際化的人才、培養多國公司語言〈英語〉,並加強書面溝通的能力。台灣企業在本身人才不足的情形下可考慮引進外國人才以加速國際化的腳步。
對後續研究的建議:
1. 本研究並未取得MEGA化學公司轉型前後之財務報告及進行全球化轉型所投入之經費,故無法以量化呈現研究結果。日後相關研究若能取得量化資料,將可從另一角度分析全球化的效益以供業界參考。
2. MEGA化學公司全球化之後,並未對跨全球事業部的業務進行探討,如何處理這些業務是全球化企業的另一挑戰,爾後應可針對此議題加以研究。
3. 支援性的價值活動(Support Activities)在全球化企業中扮演著非常重要的角色,幕僚單位(FunctionalGroups)如何在全球化組織中運作及發揮功能、其效能在組織轉型前後之比較是可研究的另一題目。
4. 本研究並未對組織全球化的缺點詳細探討,日後或可針對全球化的缺點及改善的對策深入研究。
5. 本研究以MEGA 公司的亞洲分公司為研究對象,歐、美分公司對組織全球化反應及變革管理的作法可能不同,此題目可為日後研究的方向之一。 / Globalization is a term widely used by almost all the enterprises in the world. It is also a challenge to most of companies and even individuals in the 21st century. How to transform from regional structure to global organization is a common challenge for all the multinational companies (MNCs) nowadays as they already have affiliates doing business in different part of the worlds and can access all kinds of resources easily. MNCs major concern is how to allocate their value activities in appropriate locations so that its maximum efficiency can be achieved, in the mean time its effectiveness can also be improved through delicate coordination and integration among the value activities. They are thinking how to strengthen existing organization through globalization, and capitalize their global accessibility to further expand scales of economy in order to become an organization with global competitiveness in the world market.
This study is to understand how a MNC transformed from regional structure to global organization through observation of the real case of a major American petrochemical company. Hopefully it can help identify key success factors, provide major procedures and share the learning of global organization transformation to parties interested. Apart from the above mentioned, the study used the Integration- -Responsiveness Framework to evaluate the efficiency and effectiveness of the value activity of International Marketing and Sales before and after organization change. Knowledge Management in the two different organization structures is another subject will also be briefly discussed in this study.
The study once again confirms that globalization will help company increase competitiveness and achieve better financial results in the short term, but it will also become less responsive to local customers and markets due to centralized decision making process, which may hurt long term growth opportunity for certain industries. However, for a petrochemical company, the drawbacks of globalization may not really affect them as they have stronger bargaining power in the world where natural resource is getting less every day. Another issue really concerns the company is the reduced communication among different business units , it becomes a silo for almost every business unit as people only care and focus on things really matter to them. How to improve and enhance communication among business units and assign workforce to manage things not belong to a single business unit is anther challenge to be tackled. Since the study focused mainly on the organization transformation in Asia, it would be good if people can do further study based on the observation in other regions, across the business units, or focus on the drawbacks of globalization.
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人力資源發展在日本富士通組織轉型中之促成角色探討 / The Facilitating Role of Human Resource Development in the Organizational Transformation of Fujitsu, Japanese林南欣 Unknown Date (has links)
在知識經濟時代,以產品為經營中心的事業模式、講求生產效率與低成本管理已不能為企業創造再多的附加價值,在環境變化激烈的環境中逐漸成為殺價競爭之下的沉重包袱。企業為追求營利與成長,逐漸轉而重視顧客需求,透過跨部門的知識整合,為顧客提供完整且品質優良的服務。在全新的企業經營理念之下,企業對於人力資源的需求與管理方式產生了根本上的轉變。企業逐漸了解人力資源在組織變革過程中,扮演著關鍵性的影響角色。本研究便透過實際的個案分析,從人力資源發展的觀點探究企業進行變革活動的過程當中,人力資源發展角色的轉變,以及其主要職責內容,提供台灣企業主進行改革活動時的參考依據。
放眼國際,日本在人力資源領域的努力有目共睹,無論是人事制度的設立,或是教育訓練的福利,日本企業都做得淋漓盡致,使得員工心甘情願為企業長久地貢獻心力。其中,富士通近年來從事大規模的組織變革計畫,所有政策均以人力資源為出發點,對於人力資源的重視與用心確實值得同屬製造產業的企業領導者學習與傚仿。是故,本研究以管康彥所提出的變革三部曲:策略再思考、組織轉型與變革管理作為思考軸線,分別探討人力資源發展對於組織發展所發揮的效果。企業在策略再思考階段檢視產業與環境的動態變遷,選擇與集中企業的核心能力與業務,重新給予企業新定位與策略方向;接著,打造企業願景,透過組織結構的調整增強組織競爭力,提升組織營運效率;最後,在變革管理中則經由管理制度的重新打造,將變革理念深植於員工心中,改變員工的工作行為與態度,成為根深蒂固的企業文化一部份。本研究透過此三步驟,一一檢視富士通的人力資源發展實際作法,並從中歸結出原則,以作為其他企業的學習典範。
本研究主要特色為歸結出人力資源發展在組織變革過程中,促成角色以及核心職責的變換模型。人力資源發展在策略再思考階段,主要扮演策略規劃者的角色,著眼於人力資源需求的改變;到了組織轉型階段,其角色轉變成為以人力調度者為主,致力於人力資源配置的相關活動與政策的建置;最後的變革管理階段,其角色再度轉變成為知識教育者,以提供員工知能為首要目的,職責圍繞人力資源強化的議題上。
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日本綜合商社組織變革活化個案探討:兼松集團之電子事業再生邱東光 Unknown Date (has links)
本研究主要探討日本綜合商社,在面對產業經營環境衝擊下之組織變革因應之道,並選取與台灣電子產業發展關係密切的兼松集團之電子事業為研究探討對象。期以兼松組織變革活化成功的個案,做為台灣企業面臨變革轉型的一參考借鏡。
在不景氣的經濟大環境下,商社的價值已改變,且已不再有像以往每年持續成長的榮景,本研究旨在探討兼松電子變革因應之新思維與變革執行之具體做法。兼松在面對變局之際,為使企業保有持續成長之優勢,特採選擇與集中之新思維重整領域。針對現有架構檢討,擬定改革方針並採取最有效的目標管理,具體落實地結合績效考評,因而順利地成功轉型。變革成功經驗,他山之石或可攻錯。兼松轉型活化成功的變革策略,對台灣地區面對成長瓶頸的大型企業,如何藉由結合核心能耐,跨入新興事業領域?或可做為企業經營上之參考借鏡。
變革要能有效進行,任何變革策略、改造流程或提昇品質的方法,都必須妥善處理以排除變革的障礙。科特(Kotter)所提成功轉型的八大步驟:1.建立危機意識;2.成立領導團隊;3.提出願景;4.溝通願景;5.授權員工參與;6.創造近程戰果;7.鞏固戰果並再接再厲;8.讓新做法深植企業文化中,很具體的勾勒出變革策略新思維、結構調整與變革執行之做法。本研究發現兼松在落實推動變革執行之後,已成功地變革轉型為:從資訊型物流仲介者到知識型通路整合者;結合核心能耐跨入新興領域;從事業部結構到社內子會社。
綜合本研究探討,從兼松的轉型變革成功個案帶給台灣的啟示是:企業唯有經由重新定義的變革再思維,朝相關核心能耐做創新求變,並將變革思維、策略與結構調整三者緊密結合執行,以及培育持續變革的組織文化,才能確保變革轉型成功。 / This research studies the organization restructure in Japanese enterprise while facing the severe impact on business environmental changes. Kanematsu is selected as the research object because of the close business development relationship with Taiwanese electronic industry. The successful rejuvenation of Kanematsu by restructuring the organization can be a typical benchmark for Taiwan in transformation.
Under the long time economic recession, the value of the enterprise has been changed, and no more creating the continuous prosperity as usual. This research studies the practical approach that Kanematsu took to execute the transformation of structure through rethinking methodology of change management. By adopting the strategic rethinking of selection and focus, Kanematsu redefined the business to assure the continuous growth for enhancing enterprise's competence toward the changes. Kanematsu's successful transformation experience by implementing restructuring strategy can be a model for Taiwanese enterprise in facing the bottle neck of growth in order to leap into a new business field by integrated the core competence.
Kotter's eight steps of transformation: 1. Establish a sense of urgency, 2. Form a powerful guiding coalition, 3. Create a vision, 4. Communicate the change vision, 5. Empower employees for broad-based action, 6. Generate short-term wins, 7. Consolidate gains and producing more change, 8. Anchor new approaches in the culture, specifically outlines the ways of change management's strategic rethinking, re-structuring and executing corporate transformation. Some findings of this research exposure that through practical implementing and executing the transformation, Kanematsu successfully transformed from IT intermediator to informediator; leaped into a new era by congregating the core competency; and transformed from departmental structure to internal subsidiary.
What this research reveals can be an inspiration to Taiwanese enterprise in transformation. Only through the rethinking to redefine the business, restructuring to enhance the core competence, executing concurrent transformation thoroughly, and then building up the corporate culture of pursuing the advantage of managing the endless change can lead to successful transformation.
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從日本製造型企業探討價值創造導向之企業轉型 / The Value-Creation-Driven Organization Change of Japanese Manufacturing Companies蔡玄, Tsai, Victor Hsuan Unknown Date (has links)
台灣的製造型企業目前正處於腹背受敵的窘境,先進國家之企業以巨資和科技應用優勢持續地擴大其市場空間,開發中國家之企業也運用其充沛的勞力資源而逐漸地擴充其規模,台灣製造型企業之生存空間因此受到嚴重的壓迫,為低毛利生產陷入了生產效率和成本導向之惡性競爭中。此時,台灣製造型企業所需要的是一套超越競爭的思考模式,而價值創造導向的策略思維正是破局而出的關鍵。它不依循過去的成功經驗,也不受制於競爭者之作為,反而聚焦於本身核心能力的延伸,使競爭與自己無關,並透過與顧客和關係夥伴合作、與自然環境和社會共生的方式,以及價值創造導向的組織轉型,來為企業開創全新的價值網域和生存空間。本論文提出顧客價值、企業價值、環境價值、社會價值等四種價值創造導向,配合變革三部曲的策略性再思考、組織轉型、變革管理等三項進程,來呈現日本製造型企業的價值創造導向之企業轉型內涵。企業可以顧客需求為思考點,提供整合性的解決方案,創造顧客價值;以關係夥伴的利益為考量,整合價值網絡的總體流程,創造無疆界事業,提升企業價值;以自然環境的長期發展為出發,創造環境價值;或以增添社會福祉為目標,創造社會價值。論文中的個案顯示,任何價值創造導向所產生的結果,最終都可以有利於企業本身;其中顧客價值應是價值創造的近程目標,而環境價值與社會價值的創造才是價值創造的長期根本。
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邁向理性的企業組織-以哈伯瑪斯的社會批判理論來透視組織變革管理的挑戰 / Toward a Rational Business Organization - Perspective of Changing Management Applying Jürgen Habermas’Social Critical Theory陳致曉, Chen, Chih-Hsiao Unknown Date (has links)
成功的企業變革蘊涵著規範、觀念、與文化上的改變,其最終目的是要達成新規範的運作、成員對新組織的再認同、與新組織文化的再建構。一般如常管理主要考慮的是如何創造競爭優勢與提高效能,主要參照的「企業策略科學」與「科學管理學」並無法處理價值與信仰的課題,也未注重資訊與知識的流動與管理。單憑這兩類管理理論,無法因應變革管理的挑戰。本論文分析科特與彼德˙聖吉等管理學者提出的變革失敗原因,並將其歸納予批判社會學者哈伯瑪斯所述「生存環境的意義生產」的失效。作者檢討組織變革過程中的「社會規範」、「成員主觀」、與「客觀環境」等三個面向,認為有效溝通與真正共識為成功企業變革之所必需。
作者認為組織內的活動可以區分為「溝通」與「執行」兩個面向,各別對應到哈伯瑪斯所述的「實踐性理性」與「工具性理性」。本論文批判缺乏「實踐性理性」制衡的「工具性理性」妨礙企業的執行效能與知識生產,並闡述實踐性理性不可或缺的價值。唯有摒除由工具性理性發展的階層權力對溝通過程的干預,有效溝通與真正共識才能達成。作者亦就實行的層面提出在組織內建立「理想言辭情境」的方法。本論文從「實踐性理性」的觀點檢視組織變革,以「變革之輪」來闡明各變革階段應注意的工作。作者結合「生存環境的意義生產」與野中郁次郎的「組織知識創造論」檢視變革過程中,包含認知、價值觀、信仰、規範遵從、組織認同等「意義」的創造過程。如果變革過程中「實踐性理性」能得到彰顯,成功的變革會使成員得到意義生產的正向迴饋。這個「正向意義迴饋系統」將使企業進入一種得以持續對應新競爭局勢的動態平衡。
本文藉由Intel在1985年策略大轉折的實際案例來檢驗本文論述。對「導致組織變革失敗的根本原因為何?」、「如何建構適合因應外在環境的變化,並能成功完成變革的組織?」、「如何成功地完成組織的變革?」等三個組織變革管理的根本問題提出有系統的答案。本論文終結於對自我論述的批判。 / Organizational change is essential for the modern business entities to survive in the dynamic economical environment. However, many companies, which are successful in day-to-day operation, cannot accomplish the organizational change process, and result in fading out in the new competition environment. During organizational change processes, authority swinging and uncertainty about future make rumors prosperous; new rules and tactics have not been proved and are doubted; mutual trust between staffs and organization is shaky; and staffs become difficult to identify themselves with the organization. The above challenges are related to the dynamic management of information sharing, knowledge creating, staffs’ cognition, emotional consideration, mutual trust, and common consensus about new rules and the business entity’s future. The above conditions make changing management to be fundamentally different from the routine operational management. Strategic science and science management principles, which are generally adopted by companies to increase competition advantages and operational efficiency in the routine management, do not take account for the information and knowledge management, and cannot deal with the values and belief issues. Companies cannot just rely on the above two management principles to face challenges of the organizational change.
The thesis analyzes the failure factors of changing management, which are disclosed by scholars like John P. Kotter and Peter M. Senge etc. The author correlates them with “meaning reproduction of living situation”, which was introduced by social critical philosopher Jürgen Habermas. Habermas believes efficient communication and true common consensus are essential to revive the meaning reproduction and to coordinate the social operation. The author inspects the “social”, ”subjective”, and “objective” aspects of the “living situation” of companies’ change phases, which were inferred from the eight steps of successful organizational changing addressed by John P. Kotter. The author elucidates that efficient communication and true common consensus are requisite for organization changing management.
Habermas based on the two human basic actions, “labor” and “communication”, to categorizes rational into “instrumental rational” and “practical rational”. Instrumental rational aims at environment control and material productivity. Practical rational endeavors mutual understanding and common consensus. Habermas argued that the power developed by instrumental rational should be balanced by the values generated by practical rational; otherwise the power will oppress human society. The thesis criticizes that companies’ hierarchical power obstructs organizational operation, policy execution, information sharing and knowledge creation, as organizational instrumental rational is not tempered by corresponding practical rational. The irreplaceable values of organizational practical rational are further illustrated.
To illuminate practical rational, it is necessary to eliminate the intimidation and temptation, which are induced by hierarchical power, from the communication actions. Habermas believes that comprehensive speech, true statement, right position and sincere attitude are the four valid assertions for the communication actions. If only all communicating participants have equal opportunities to partake, declare, interrogate, and explain, authorities and ideologies can be excluded from the communication actions. Habermas defined the above circumstances as the “idea speech situation”. The thesis argues that organizational activities can be categorized into the “execution” and “communication” dimensions, which correspond to the organizational “instrumental rational” and “practical rational”. Communication actions should not be interrupted by the hierarchy power of execution dimension. Rules and tactics should be supported by common consensus and thorough communication. Staffs should apply instrumental rational to execute the rules and tactics without objection. If only the organizational culture and merit system can ensure the above working principles, the business entity can achieve the advantages of both instrumental and practical rational. In additional to the theoretical elaboration, the thesis proposes manners to establish organizational ideal speech situation from “managers’ attitude”, “staffs’ consensus”, and “discussion processes” aspects.
The author applies the above ideal speech situation exposition to different organizational changing management phases. The thesis constructs the organizational changing wheel to illustrate the key executive points to successfully drive continuous organizational evolution. Furthermore, the author integrates the above argumentation with the “organizational knowledge creating theory”, which was proposed by Ikujiro Nonaka and Hirotaka Takeuchi. The “meaning reproduction” flow of the organizational changing wheel is constructed by investigating the internalization, externalization, universalization, and integration processes of meanings, which include information, knowledge, interests, intuition, values, belief, cognition, emotion, identification, obedience, and consensus etc. If the communication processes of the organizational change follow practical rational, and the organizational changing is successfully accomplished, staffs will received positive feedback from the intrinsic meanings they generated. The author expounds that the “positive meaning feedback loop” will accelerate the iteration of meaning reproduction cycles. The dynamic stability, supported by the “positive meaning feedback loop”, will ensure the business entity to continuously adjust itself to conquer new competition circumstances.
To exam the above theorem, the author adopts Intel’s strategic transition in 1985 as an example. The case is interpreted fro
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價值創造導向之日本企業轉型陳淑梅, Chen ,Shu-Mei Unknown Date (has links)
在微利的時代下,須從硬體的架構下發展無限的創意發展空間,從中衍生附加價值,而價值創造正式企業突破流血式競爭框架最佳的新思維模式。企業的經營模式已從量轉向質的發展,甚至從幫助顧客解決問題上,提供創新的價值,其可透過技術與人才的融合、平台與服務的整合、軟體與硬體的結合、機能與感性的統合,使組織活化、再造,展現出價值創造為導向的企業。
本論文將價值創造分為三類主要的意涵,企業可以從和顧客共創價值、和供應商及關係夥伴共創價值、以及為所生存的環境創造價值:整個價值網域是連動的關係,企業整合關係網絡夥伴,透過網絡能量的整合,創造無疆界的事業,以顧客需求出發,提供整合性的解決方案,創新顧客價值,且將眼光提升至整個大環境、大社會,以追求永續經營的環境來創造永續的企業。因此,企業透過顧客價值提供、企業價值創造、環境價值經營三個價值創造導向,突破產品與服務的疆界進而突破產業疆界,以創新者、整合者、促進者的目標邁進。企業可以價值創造為導向,以變革三部曲為轉型步驟,從策略再思考重新定義自身產業、重新思考企業的定位與方向,提早預見產業的未來發展,選擇與集中於本身的核心能力;並打造企業願景,擬定五到十年的中長期變革計畫,進行組織轉型;在變革管理中,建立企業一致的價值觀和企業文化,灌輸新內涵與新衝擊於企業文化中,給予對挑戰的生命力一記響鐘,藉以改變員工的行為與態度。本論文以六種經營模式,來呈現價值創造導向的日本企業轉型內涵,以變革三部曲為經,以價值創造導向為緯,舖成論文架構。
本論文個案的特色:Origin以提案經營結合專業研發能力與客製化的能力創新顧客價值;Shiseido以感性工程來探索顧客的感性品質結合其研發產品的物理品質來滿足顧客並讓顧客驚艷;Hitachi以解決方案提供者為人類打造新時代的生活基礎創造與人類生活息息相關的支援系統;NTT DoCoMo以跨平台整合服務創造整個通訊與生活的整合價值;Olympus的社會關懷務求使社會更為美好來創造產品與服務;Toyota的環保使命重新定義了汽車產業的未來。
對我國企業經營的啟示為跳脫代工製造的角色,以優異的製造、學習、設計能力,整合價值網絡,爲顧客提供整合性的解決方案;強調創新的突破與人才長遠的培育,整合多元性的資源,創造統知型的企業能力;跨越國際的疆界、打破事業的疆界,利用科技與感性的統合、管理與技術的統合、國內外創造力的統合,釋放組織活力,重新在世界舞台上定位。 / In this tiny profit era, we should develop infinite creative space from the hardware structure, and thus deriving added value. The value-creation is the best new thinking model for a business to break through the trap of a blooding competition. The business model has developed from quantity to quality, and even developed as creating new values by helping customers solving the problems. Also, a business can blend technology and talent, integrate platform and service, combine software and hardware, and merge functionality and sensation to vitalize and reengineer the organization to perform value creation orientation.
The research categorizes value-creation orientation as three parts: a business can co-create value with customer, co-create value with value net, and create value for the environment. This value dimension is correlating: “a business integrates partners and creates a boundless business by the power of integrating value net. Driven by customer demands, a business provides total solutions and innovates customer values. Furthermore, a business enlarges his insight for the whole environment and the whole society to create a permanent business by pursuing a permanent environment.” Therefore, a business oriented by “value co-creation with customer”, “value co-creation with value-net”, “value creation for the environment” can break through the boundary of product or service as well the boundary of business, and achieve the goal of being an innovator, an integrator and an improver.
A business takes 3 change steps as strategic rethinking, organizational transformation and change management. Strategic rethinking is to redefine the industry, rethink the positioning and direction of a business, to foresee the future development of the industry, and to select and concentrate the core competence. To establish a vision and make a mid- to long-term change plan(5~10 years) is to carry out an organizational transformation. In change management, we have to establish a consistent value and business culture, and install new intension and new strike to the business culture, so as to change the behavior and attitude of the employees. The research takes 6 business models to present Japanese business transformation oriented by value creation, which takes 3 change steps as longitude and value creation as latitude to construct the structure of the research.
The characteristics of the cases in this research: Origin takes Proposal-type management to combine the R&D ability and customized ability to create customer value; Shiseido takes KANSEI engineering to dig out the KANSEI quality of customers and combine it with physical quality of products to satisfy the customers and surprise them; Hitachi as a Total solution provider creates a new era lifeline support system and the life infrastructure; NTT DoCoMo privides Cross-platform integration service to create the total value of the communication and the life; Olympus’s Social-IN is to make life better by creating new products and services; Toyota’s Environment mission is to redefine the future of the car industry.
As for the revelation for the management of our business, we can take good advantage of the excellent producing, learning, designing abilities and integrate value net to provide total solutions for customers. We can emphasize on the breakthrough of innovation and the long-term development of talents, and integrate diversification of resources to create “knowledge-integration” business ability. We can cross the boundary of continents and break up the boundary of business by integrating functionality and sensation, management and technology, inside and outside innovation, to release the vigor of organization and restart to position on the world stage.
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