High-tech enterprise or Traditional enterprise, no matter to continue forever to manage, the enhancement profit, to become profitable and so on reasons, by each different form's organization transformation, achieves the transformation which and the goal the enterprise anticipated. This research is with the case study, and using ¡§Action Research¡¨ for the methodology to discuss the process factor which the influence organization transforms, its research background is as follows: 1. The case enterprise's short-term objective is to pay off the liability with all banks in two year which the debt occurred by the financial crisis's 8 years ago, the case enterprise could show a turn from loss to profit; 2. The case enterprise's organizational change plan is continuing to carry on, not already finished to discuss its final result; 3. In this research organizational change of the case enterprise is leading by its Human Resources Department, Not be top-down with its top managers. This research's objectives are: 1. To find the factors that would influence the organizational change in the back ground that organizational change is leading by Human Resource Department; 2. If the organizational change could move on after made some adjustment within the change plan? The main problems the case enterprise has includied: 1. Departmentalism; 2. The productivity concentrates in the minority product line. In this research the organizational change actions of the case enterprise includes: 1. to turn electronic division SVC department from profit center to cost center; 2. To intergrade all BU¡¦s SVC department to be a SVC Division in company; 3. To adjust the rules of Sales Quota Setting with Sales staff and leaders; 4. To change the ratio of variable salary with total compensation; 5. Promotes the new value activity. This research's result is: 1. The organization change which leading by HR department would be paied much attention and got smoothly executive when top managers have strong and consist intention. 2. The organizational change plan must be more closely to the business strategy, so can get recognition smoothly, staff get more interest and the motivaton to the organizational change, and have less resistance.

This paper is trying to identify and further discover the possible characteristics and reasons for organizational restructuring in a Biotechnology company. The research methodology is firstly to analysis the internal/external environment and the senior management team profile, then to knew what is each factor¡¦s influence made to the organization strategy, and according to the outcomed strategy direction, to understand the case study company various stages organizational structure origin and characteristic. Finally, compared with the theory and the biotechnology company structure characteristic which in the different organization stage, to discover the difference and the reasons. This study result finding that in the biotechnology company early established time, because of the industry has the lengthy lead-time on the research and development, this characteristic generally let the biotechnology company delay the demand of transfer from product development function to departmentalize, thus product development function is very much likely dispersed in separate and different technical units. In the stage as biotechnology company research oriented, the most crucial challenge of company is to set up the research and development ability, the research and development ability strong or weak will directly affect the value of biotechnology company, therefore very early start to establish the research related departments, and these departments finally will early mature than any other departments. In addition, in the research and development related organizational structure, extremely possibly use the "matrix project management structure¡¨ which can simultaneously satisfy both technical department and other sides. But regarding the best organizational structure to the whole biotechnology company, will possibly use the ¡§hybrid matrix structure¡¨ which can simultaneously mixed the organizational structure characteristic advantage of function type (non-R&D part) and the matrix type (research part). In the organizational restructuring stage, because of the effect of domestic investor¡¦s nearsightedness, a Biotech company begins to pursue any method or opportunity to raise the internal effectiveness. The laboratory will be the first one to review for effectiveness improvement possibility for its restructuring purpose. After all these attempts and restructuring process, the non-core business is outsourced to others for a more effectiveness- and mechanical-oriented organization. At last, this empirical research shows 3 managerial meanings as followings: A. The core of the restructuring for a newly start up Biotech company is the mechanism of research and development change. B. The research-oriented Biotech company needs to maintain the innovative development momentum excepts pursue the effectiveness. C. The start-up research-oriented Biotech company¡¦s organizational restructuring breakthrough point lies in the first launch of commercialized product.

The purpose of this paper is to discuss the relationship of information and communication technologies (ICTs), organizational change and ICT labors on plant¡¦s performance. We first develop AICT and EICT indicators for Taiwan optoelectronic industry and extend the Caroli and Reenen (2001) model to measure the impact of ICTs and ICT labors on plant¡¦s economic performance and organizational structure. In this paper, we can get the evidences that ICTs and ICT labors make Taiwan optoelectronic industry raise their productivity and inner organizational change.

The most challenge encountered by organization is efficient management reengineering, to avoid the crisis due to less of initiative, the ability to change the company. The management on organization reengineering includes organization adjust to the demand from variable environment and practical actions to reengineer the people is the organization. In other words, introduce the new concepts, new technology into the organization resulting in new structure and new behaviors. The conclusions from my research on organization reengineering are summarized as the following: 1. To continuously reengineer the organization, not only the operation on process need to be changed but also the working attitude of employees need to be changed, that is, before change the process, people need to be changed, that is before change the process, people need to be reengineered first. 2. The single plan on process reengineering, absolutely can¡¦t charge people performance and behaviors, but only with multiple plans to introduce to every level of process, the result can be obtained. 3. The strategy to success on business on business process reengineering a. The determination and strong leadership to build on excellent management team. b. Clearly recognize the change of business, create the vision, and reengineer the business process. c. Emphasize the reengineering on the interfere between business and environment, to build a working environment which empowers to the employees to take full responsibility. d. Restructure Company culture, strengthen new management and build strong competitive ability. 4. There is no single answer on whether business process reengineering should be from top to down with strong activity or should be gradually step by step. It depends on the pressure of company restructure, the expectation from top management, and consideration of the reality. Keyword: Business Process Reengineering, Organizational Change

Thesis (M.A. (Psychology))--Rhodes University, 2003.

This qualitative study presents findings from interviews with ten front line social workers employed at a small, eastern Ontario Children's Aid Society. The interviews explored the implementation of the Ontario Risk Assessment Model at this agency from the perspective of these social workers. The findings of this research identify perceived impediments as well as supports to organizational change within this context. Analysis of the data revealed that both the manner in which ORAM was implemented and the content of the model itself resulted in confusion, frustration and anxiety on the part of the workers. The research also sought to determine the potential fit between effective child protection organizational change endeavours and strategies inherent in the action research model. Implications for change management policy, practice and future research within child protection systems are also discussed.

Effective change requires that we understand the way the current situation works and that we are clear about how we want the new one to be different. The University of Natal has maintained a position in the middle rank of comparative national research output statistics, with an upward trend evident in the mid 1990s and a downward trend that began in 1998 and continued to 2000. It was already accepted in 1999 that the downward trend had to be reversed in order for the University to remain competitive and continue to attract competent researchers and academics, and ways of doing this were explored by the University's Research Office. It became evident that any strategic changes envisaged by the University had to encompass a revised incentive system if the productivity of the researchers was to be positively affected. The first changes, which consisted of a complete revision of the original incentive system, were implemented in 1999. The University continued to monitor output and looked at additional ways of encouraging research. The research focused on strategic change and a theoretical model was recommended highlighting elements or levers for successful change and how they are dependent on each other. Reward strategies, the change agenda and incentives were examined. The case study was undertaken in order to understand the strategic changes initiated at the University and the study outlined the various incentives awarded to researchers to increase productivity. Information, essentially of a descriptive nature, was gathered from members of the University's Faculty Research Committee by means of a questionnaire. This research affirmed that researchers are motivated by incentive awards, that they believe that the new incentive for productivity award will increase productivity and that it is seen as beneficial to the researcher. They confirmed that they preferred the new arrangement as it was seen as more rewarding than the old incentive system. / Thesis (MBA)-University of KwaZulu-Natal, 2004.

In 2001, Gerald Haman stormed the corporate world by generating 454 000 ideas in 60 minutes delivering "Thinkathon", which he defined as the “world's greatest brainstorming tool”. Easily replicated, Singapore corporate leaders saw the “Thinkathon” as a 'quick fix' to jumpstart mass ideas for Innovative Initiatives in the perennial search for that critical sustaining differentiator for the city state to compete regionally and ever more now, as a developed nation, globally. However, the “Thinkathon” merely provided a good harvest of ideas, but saw no gains in innovative breakthroughs. Alex Osborn (1953), the father of brainstorming, initiated brainstorming as a 3 phase program of fact-finding, idea finding and solution finding but “Thinkathon” provided only mass idea-finding. This thesis sets out to address the gaps in salvaging the effectiveness of mass brainstorming “Thinkathon” if organizations in Singapore still opt to engage this “perceived creative tool” as a jumpstart for Innovative Initiatives. / Since the original “Thinkathon” did not provide a literary foundation, in this thesis we re-examined the evolution of cognitive mental thinking processes from self to group and finally to creative mass brainstorming, to help failsafe the “Thinkathon”, rendering it literally structured and “ideaworthy” to be used independently as a jumpstart Innovative tool. Adapting the original “Thinkathon”, it was put through an empirical series of pilot runs that came along with feedback observations, ultimately metamorphising into a structured 4-step creative ideation approach by-product called “Thinkathon II”. The new Thinkathon II was injected with a new process “Co-Operacy” (Hunter, Dale 1977) which until then was a mere untested philosophy but had proven effective in 'mass consensus decision'. This was useful in filtering mass ideas from a quantitative to a qualitative stage, without premature eradication or adulteration to the original generated ideas, a process which was not available in the original “Thinkathon” by Gerald Haman. / After a series of successful pilot runs which endorsed its efficiency, Thinkathon II was marketed to the public which further reaffirmed its effectiveness as an innovative jumpstart tool for Innovative Initiatives. The final acid test came at the 7th International Association of Facilitators (IAF) Conference held in Singapore on 25th August that gave an added opportunity to showcase the Thinkathon II, sampled by worldwide Facilitators who welcomed the new 4-step structured mass ideation process. / Thus, this thesis, which resulted in a new by-product, the “Thinkathon II”, not only closed the gaps originally created by the founder of Thinkathon, it also provided literature on the art and science of mass idea brainstorming which until now was uncharted. It also disproved the claim made by Tony Proctor (1995) “that large numbers of ideas cannot find a place for quality”. This achievement was also acknowledged by the originator Mr Gerald Haman who saw the added value in rendering his original Thinkathon more "solution-focused". Hence, “Thinkathon II” is now a founded new approach where corporate leaders can use this new “mass idea brainstorming” process, which is worthy of its definition as an innovation tool to jumpstart any Innovation Initiative. / Thesis (PhDBusinessandManagement)--University of South Australia, 2005.

Thesis (MEd (Human Resource Studies))--University of South Australia, 1994

Diss. Linköping : Univ., 2003.