The globalization and frequent contact with other nations not only change the private enteritis but also the governments. Government offices related to the public service are seeking ways to improve their efficiency and quality of service in order to boost the competitive advantage of the country. Household Registration Offices is one of the department in the government that closely connect to people¡¦s daily life and its performance represents a part of the government performance, too. Therefore, how to improve the efficiency of administration and service quality of Household Registration Offices is one of the hottest issues currently. The goal of this paper is to investigate how to improve the service quality and satisfactions of the Household Registration Offices in communities of the Kaohsiung county area. This research is based on the survey conducted in the communities within the Kaohsiung County, Taiwan. The design of the survey employs the modified SERVQUAL measure in the PZB service quality concept model combining with 5 major aspects of the Household Registration Offices : ¡§reliability¡¨, ¡§the ability to response¡¨, ¡¨availability¡¨, ¡§assurance¡¨ and ¡§carefulness¡¨ and the other 26 attributes to measure the difference between the service quality providing to the public and the services quality expected from the communities. Moreover, we have conducted deviation analyses on the service quality awareness and satisfaction of the Household Registration Offices according to the population variables in the communities. The analyses include statistic analyses such as description analysis, T test and ANOVA. The conclusion obtained is listed as following points: 1. The expectation to the service quality of the Household Registration Offices from the communities is between important and very important. 2. The actual satisfaction of the communities reports that the service quality provided by the Household Registration Offices is above the satisfy level. 3. The analyses show that the actual service quality observed by the communities and the expected service quality is significantly different. In general, the actual service quality provided is less than the service quality expected. 4.The statistical analyses show that variables such as ¡§gender¡¨, ¡§age¡¨, ¡¨education¡¨, ¡§Household Registration Offices district¡¨ and ¡§overall satisfaction¡¨ has significant differences in the awareness of the service quality. 5. The statistical analyses show that the ¡§age¡¨, ¡§Household Registration Offices district¡¨ and ¡§overall satisfaction¡¨ variables have significant differences in the level of satisfaction. Finally, base on the conclusion of the paper, we also provide suggestions on how to improve the service quality of the Household Registration Offices and its satisfaction rate. We hope our suggestions can be served as the reference for the future studies as well as the guidelines for the government departments.

It will be hard to do or be easy to do when an organization starts to change. It is so called that think globally and act locally. This research is a system thinking approach of study about how an organization starts to change. It is a case study of the household-registration offices in Taipei and Kaohsiung. This case is selected with its bureaucracy in the past, but now we can see their changes. It is worthy to study more deeply. This research begins with studying the development process of the household-registration offices in Taiwan and then inquires the backgrounds and results, which could help us to understand it. This point of view focuses on the changing processes in 1990¡¦s. Household-registration offices in Taipei and Kaohsiung began their reforms from 1990 early. It is the incentive that mayors in Taipei and Kaohsiung could be elected directly by the residents in the two cities. However, computerization was the main reason that satisfied people substantially. Computerization makes the waiting time shorten. Household-registration offices could focus on many conveniences to the people further. The reform of household-registration offices in Taipei and Kaohsiung began with the simple change and it could be seen the result immediately. The reform of household-registration offices in Taipei and Kaohsiung started with some slight matters. For instance, bureau chiefs build a promotion system and a merit system, and they earned staff¡¦s support to continue making change. Improving the environment of offices could make officers happy and then change their attitudes, so it is easy to earn citizens¡¦ commendations. Merit system could promote competition among offices and make officers endeavor further. Moreover, we can say that morale, merit, and competition can make the actions of reform produce reinforce feedback loops. It should be noticed that bureau chiefs¡¦ requests and participations in reform are the key factors to start changing, and then changing will become everyone¡¦s job. The result is to earn citizens¡¦ satisfaction.

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In rapidly changing environment, organizations always think hard how to arrange changes, and it makes the ¡§organizational change¡¨ becomes a hot topic. But if the changing methods can¡¦t match with the original organizational culture, organizational members¡¦ resistance makes the change initiative fails. The household registration is the sections that gets widespread approval in governmental administration renovation, although it belongs to the governmental organization that be concerned the hardest organization to change, it still produced remarkable changing achievements. This research uses household registrations as studying case and tries to use the dynamics concept of system thinking to show the structure which hide in the back of phenomenon. It means to discover how the example to initiate change along with its original culture and take organizational culture as the main shaft to analyze and discuss the change continuity. And it is using interviewing and reference analysis to understand the content of culture and using ¡§The cultural dynamics model¡¨ to understand the transformation process of inter-level in order to make the context of research more accurate. There are some conclusions in this research: (1) the structure of household registrations results in the core culture of authority, and it can¡¦t avoid using superior-authority and supervision to drive the change. But thinking of the conflict between change things and organizational culture and the flexibility of organizational function to promote suitable change initiative. (2) Organizational members¡¦ sense of honor, confidence, and sense of responsibility because of positive feedback make them change the attitude. The members become to join change activities spontaneously. Then the loading of superior lightens. (3) Although behavior and attitude may influence the core of culture, but the process of culture change is slow and difficult. After changing, the domain culture of household registrations is still authority. If the concept of authority is opposite to the change or the positive feedback diminished the result of change will be influenced. As a whole, superficial change drives the change in household registrations. But it¡¦s better to initiate deep change, vision setting, after change initiative, and the change may last a long time.

Despite the launching of e-service by household registration offices, there have been few studies and examples associated with the organization streamlining. This study constructs a research framework for changes in Taiwan¡¦s first household registration office organization structure resulting from township/city consolidation, as well as the resulting work stress, and explores the correlation between members¡¦ cognition concerning their organization¡¦s merger and their work stress after the merger with organizations possessing similar functions. This study is a qualitative research, in which the staff members of Donggang Household Registration Office, Pingtung County, are taken as the subjects for in-depth interviews. Interview data analysis and research hypothesis are employed for verification. This case study focuses on structural change. An examination of the potential stress factors after organization structure change finds that, after the merger, the staff members did not have to learn new skills, nor were their work routines or workplace locations changed, in adapting to the new organization. Only high-level supervisors were impacted because fewer of them were needed after the merger. Accordingly, the merger of household registration offices with similar functions did not have a significant effect on work stress for most staff members.

As the situation of politics and economy becomes more and more unstable in Taiwan, people have higher criticism and expectation to government efficiency. However, both of Taipei Household Registration Office and Department of Health Kaohsiung City Government have successfully implemented many innovations in organization and started the initial change in less than 3 years. Thus, this research tries to analyze why and how innovations could be diffused efficiently in these two government organizations and started the change. This research collects abundant data and information through studying documents and many deep interviews at first. Then, these data or information are made a static analysis by Everett M. Rogers¡¦ theory of Diffusion of Innovations and Innovation Process in Organizations, and a dynamic analysis by Casual Loop Diagrams of Systmes Thinking. All analyses include the comparison of these two cases. There are 15 findings as followed: 1. Creating can bring better performance than problem-solving. 2. Characteristics of innovations and inertia of organization will affect the speed of innovations diffusion and the acceptability of innovations. 3. Both of innovations and organization will be modified to fit each other. 4. The leader is the most influent point for diffusion of innovations in bureaucracy. 5. The leader sets an example with his/her own conduct and starts change from small things can be helpful to diffusion of innovations. 6. The leader persistence of innovations is helpful to diffusion of innovations. 7. How the leader diffuses innovations is a process of dynamic coordination. 8. The leader is a designer of loops. 9. Different cases have similar key successful loops and key successful factors because they have the same structure of bureaucracy. 10. Structure can help and block leaders to diffuse and implement innovations in bureaucracy. 11. The innovation process in organization should be observed in a larger structure or system. 12. Reports of Media can motivate employees effectively and facilitate the phenomenon of ¡§lock-in¡¨. 13. Examination and evolution have much efficiency in changing employees¡¦ behaviors in bureaucracy. However, what can change employees¡¦ attitude often are others¡¦ appreciation, work results or leader¡¦s moral integrity. 14. Reports of Media, education training and visits can break the closed system of bureaucracy. This is helpful for diffusion of innovations in organization. 15. No matter the focal point of innovations is on easy and small things whose results are obvious, or on fundamental, long-term and more difficult things such as system and value change, ¡Ketc, all can result in profound changes in organizations. Moreover, this research also finds whether ¡§democratization¡¨, ¡§media¡¨, and ¡§bureaucracy¡¨ will bring good or bad contribution, these three things aren¡¦t the point and the most important thing is how we use them. We should take the responsibility by ourselves.