This research presents a qualitative case study based on grounded theory to address the research question: What can harness and release the subconscious creative potentials of people multi-individuals for responsible organizational transformation of a church? The case concerns a church in need of an organizational transformation (OT) to provide long term homogenizing and internal organizational adjustment effects. Being a religious organization, spirituality is a key variable for its OT.

Abstract With respect to the combining program of ROC Military Academy, Naval Academy, Air Force Academy, the ROCMA has been conducting organization transformation and personnel downsizing since 2005; however, due to the time constraint, the rashly conducting of those works mentioned above has caused sense of instability and pressures to most of the school staff and faculty members. Besides, it may also affect the work quality and living contentment of the school staff and faculty members. This research, The Effect of Organization Transformation to the Work Quality and Living Contentment of the Organization Members, is focused on the school staff and faculty members of the ROCMA. It discusses the correlation between the organization transformation, the quality of work and the contentment of living, in order to provide the policy making element the references in making the follow up organization transformation policies avoiding the loss on the quality of work and the focus of living; therefore, the transformation policies could be implemented along with the improving of organization performance and the achieving of mission objectives. Through the focus group interview and questionnaires design, the following results are found, and they could be applied to the plan and personnel sections as references: The research is focus on ROCMA staff and faculty members besides general officers. 400 surveys were sent out, and 362 of them are valid, so the valid survey return rate is 90.5%. The results are: 1) The variables of organization transformation and work quality are positively correlated. 2) The variables of organization transformation and the contentment of living are positively correlated. 3) The quality of work and the contentment of living are significantly correlated; in which, the quality of work is positively correlated with the contentment of living in the aspects of work autonomy, work significance and work versatility; in the aspects of work feedback and work developing, however, the correlation is not significant. The contentment of living is positively correlated with the work quality in the aspects of organization rules, group relationship, job security and work reorganization; in the aspects of work environment and welfare though, the correlation is not significant. The suggestions according to this research are as follows: the simplicity of transformation process and the management theory should be combined for the research object during the transformation period in order to increase the efficiency, minimize redundant works, and avoid lobbying for jobs so that every jobs can be took by suitable person; finally, the way to reach the perfection and increase transformation efficiency with all the organization members¡¦ expectation is to correct exactly all the problems found during transformation period. Key words: Organization Transformation, Organization Transformation Awareness, the Quality of Work, the Contentment of Living.

The movement of heavenly bodies, the interchanging of four seasons, the changes of the environment. This is how the universe revolves, it¡¦s like the changes of the environment when you manage your business. There are many businesses that vanish every year in Taiwan; also there are many businesses that become more & more prosperous, how come? The main reason why businesses vanish is because they cannot timely adopt the rapid changes of the environment, and they could not fully adjust to the new changes on the operation of the business. There is no simple reason for the reformation of the organization; there are also no inevitable ways of success. In facing many changes of the environment, what must a business do so that it can be retained longer? How does it deal with change in trend? Does it continue to apply different suitable transformation in the business interior? Using contingent transformation, to make the foundation of the business prolong? The restructuring of the organization must be carry out simultaneously because of the changes in environment, it is a never ending work without limits, during the process it is inevitable to invest large amount of manpower, material resources, as well as producing a considerably large amount of paper works and information. Time and mental efforts must be sacrificed for the knowledge of this process, therefore this research is aimed using case to case method in applying transformation method on the restructuring of the organization, so that it could conveniently search and collect business information as research analysis, probing into the restructuring practice done by other businesses, at the same time sorting it in an case to case manner using an entirely fashionable manner. 1. Informal Interview 2.Viewable Company Information 3.Updated Observation 4.Viewable Records. The said company have gone thru repeated transformation, and encountered a lot of problems during that course, generalized below: 1.Strategy¡Btarget and resources are not integrated; 2.Strategy and target are not unified & regulated; 3.Strategy and target doesn¡¦t communicate adequately; 4. No strategy feedback systematic management and no professional department handler; 5.Interrelated management system didn¡¦t combine with strategy; 6.The high resignation rate of top management. Aimed at the problems above, the said company can carry out rapid systematic restructuring of its organization rules and regulation, usher in new management tolls for the better, and probably intensify educational training, as to improve the organizations culture and member¡¦s quality, and timely adaptation to the environment changes. Key words: Organization transformation, strategy management, implementation strength, Effectively evaluation, Policy management, Balanced Scorecard.

Whether the execution of ¡§the ROC Armed Forces Streamlining Program¡¨ is smooth or not, heavily depends on member¡¦s cognition on the transformation, organization commitment, and working morale as well. However, there are few papers discuss about the relations among the above elements. The objective of this thesis is to study the relation among the transformation cognition, organization commitment, and morale of the high level command under the process of the organization transformation through questionnaire and analysis. The following conclusions are: 1. Under the prerequisite of employee participation, understanding, and guarantee the rights and interests, the employees will be willing to stay in the service. 2. The higher the degree of recognition and evaluation of employees on the transformation objective, the higher the concern on the organization¡¦s future development, pursue of the objective, the devotion and values on their jobs from the employees. 3. To promote the commitment of the employees to the organization would motivate the employees, and treat their works as the center of their lives, and therefore pursue better achievements. 4. For those senior high-ranking officers who own higher educational backgrounds and employees with long service years tend to have higher degree of recognition on transformation. 5. For those employees who are senior, own high educational backgrounds, and with long service years tend to have higher overall organizational commitment and stronger willing to stay in their positions. 6. For those 25 to 34 years old, with military appointments, married, high educational background, as the directors or deputy directors, higher-ranking officers and longer service years tend to have better recognition of organization, devotion and group spirits. According to the above results, four suggestions are addressed: 1. To respect the participation of employees, and to guarantee the employees¡¦ rights and interests. 2. To encourage the employees to attend courses or training during off-hours in order to build up multiple specialties. 3. To understand the employees¡¦ characteristics and specialties in order to adopt the strategy of differentiate management. 4. To enhance to recognition of the employees on the attainment of transformation benefits and to draft a complete set of measures.

The successful elimination of the Y2K vulnerability from the information technology (IT) systems of a large, complex critical sector organization provided a model to study how organizations contend with problems affecting the security of electronically stored and transmitted information, and how context influences their solutions. This dissertation proposed that the institutionalized environments of sub-unit business areas influenced compliance solutions during the Year 2000 Program process at Delta Air Lines, Inc. The investigation applied rival organization theories. A comparative case study method was employed to explain the Y2K compliance solutions of four business areas as embedded sub-cases. Data for the study were the Delta Year 2000 Program archive, and personal interviews with individuals related to the Delta Year 2000 Program. Data analysis revealed characteristics of both the institutional and the rational-contingency models. Case results showed that: * A positive relationship among entities in the sectoral environment benefited the air transportation field in addressing the Y2K problem. In this cooperative setting, addressing common issues in one place helped a vast network of related organizations. Recognizing that all were stakeholders made it work. * Business area decisions were influenced by the institutionalized environments of their respective fields. * The Year 2000 Program team lacked awareness that the Y2K bug was an information security issue. * In the process of eliminating the Y2K bug from the Delta systems, new vulnerabilities were introduced. While tradeoffs are always required among security, functionality, and efficiency within the IT structures and systems of the present time, this negative effect might have been anticipated; but it was not. * The success of this complex, short-term project at Delta underscored the importance of leadership, understanding of IT, vision, motivation, IT skills, understanding of assets, and appropriate strategy. The Delta case study contributes to the fields of information security and organization studies. Results have implications for policymaking and for future research in the field of information security.

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.