Successful organizational change experience can be easily copied by another organization in the same culture. Residence Administration (R.A.) in Taiwan had a wonderful change experience that can be learned by another public organizations in Taiwan. This paper used Sastry¡¦s(1997) organizational change theory and dynamic feedback loops to research the R.A.¡¦ successful change stories and compare with one health organization for deeper understanding. We know successful change is a dynamic structure, and found some helpful strategies for successful public organizational change: 1. Organizational performance was being influenced by two loops, strategy appropriateness loop and competence establishment loop. 2. Strategy appropriateness loop shows that frequently changing organizational main strategies would lead to bad organizational performance. 3. Competence establisyhment loop shows that there must be enough time to establish new competence for performing new strategies. 4. Change ability loop shows that higher organizational inertia led to lower organizational ability to adapt to its environment. 5. Inertia created loop shows that organizational inertia is highly related to its socialized process. According to the dynamic feedback loops, one organization could figure out its present situation and think its change strategies. This paper showed that Sastry¡¦s theory could explain the R.A.¡¦s change strategies well. Other public organizations can use R.A.¡¦s experience to make their own successful change stories.

Thesis (Ph.D.)--University of Texas at Arlington, 2009.

Thesis (Ph. D.)--University of Washington, 2001. / Vita. Includes bibliographical references (leaves 68-72).

Thesis (M.Phil.)--Hong Kong University of Science and Technology, 2003. / Includes bibliographical references. Also available in electronic version. Access restricted to campus users.

Changing conditions within an organisation's environment necessitate enactment of the strategy realisation process to produce relevant coping strategic intents to successfully reconfigure current, or potential, process networks to better exploit potential opportunities or minimise impacts of a potential threats. Literature regarding strategy realisation has not produced a coherent approach to describe and decompose the subprocesses of the strategy realisation, i.e., several different approaches have been taken to enact some components however there is no formal decomposition of such process. A revision of the strategy realisation literature was conducted and a formal decomposition model for the strategy realisation process was conceived. Various modelling tools, methods and techniques were surveyed to enable the underpinning of the proposed strategy realisation conceptualisation. Utilising a combination of static, causal and simulation modelling methods and tools, a research methodology was proposed to underpin aspects of the enterprise which would facilitate the decision making process of the strategy realisation process. Two case studies were identified in which the proposed methodology could be implemented. In the first case study, two differing strategic intents were analysed within the same organisation under opposing economic conditions. The second case study observed the implementation of a different system configuration to achieve a strategic intent. The strategy realisation process was studied using the described conceptualisation and the enterprise was modelled. Key variables, set by senior management were observed and quantitative analysis was undertaken and reported. It was concluded that the use of modelling methods providing quantitative and qualitative analysis facilitated the decision process within an organisation. A new conceptualisation of the strategy realisation process and the integration of modelling methods, tools and techniques were devised.

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published_or_final_version / Electrical and Electronic Engineering / Master / Master of Philosophy

No description available.

This thesis primarily discusses the results of two papers, [Hu] and [HaHu]. The first is an overview of algebraic-geometric techniques for integrable systems in which the AKS theorem is proven. Under certain conditions, this theorem asserts the commutatvity and (potential) non-triviality of the Hamiltonian flow of Ad*-invariant functions once they're restricted to subalgebras. This theorem is applied to the case of coadjoint orbits on loop algebras, identifying the flow with a spectral curve and a line bundle via the Lax equation. These results play an important role in the discussion of [HaHu], wherein we consider three levels of spaces, each possessing a linear family of Poisson spaces. It is shown that there exist Poisson mappings between these levels. We consider the two cases where the underlying Riemann surface is an elliptic curve, as well as its degeneration to a Riemann sphere with two points identified (the trigonometric case). Background in necessary areas is provided.