Abstracts
This is a low-margin era. Even in this situation, enterprises still need to get their profits.Likewise, this is a competitive times. Even in this critical moment, enterprises still cannot be obsolete behind the time.
Enterprises have to earn their profits and survive in this crucial world by enhancing their competitiveness. What is ¡§competitiveness¡¨? We can simply define it as an ability to exceed the other rivals. Especially in this trend of globalization, networking, and technology, what a difficult for an enterprise to pursuit its prospects and set up an everlasting foundation. For recent 30 years, no one can deny that Taiwan is used to be a center of making. But, since 1997 the beginning of third glasnost in China,China already replaced the original Taiwan¡¥s global making role gradually. Just like the waves toward the east coast, from traditional to hi-tech industries all are shifted to Mainland China for investment. Obviously, Taiwan is no longer a fertile soil for production. If Taiwan¡¦ s existent firms cannot be upgraded to the higher managerial strategy, they are going to lose their competitiveness in worldwide markets. Nevertheless, is it easier to manage a firm in China than in Taiwan? Can we simply just adopt the same ways and old model used in Taiwan to manage the Chinese people? The answer is so plain; we can see some Taiwan businessmen retreated from China and South-east Asia for pool management.
Most of outgoing Taiwan businesses is still making their main profits from production. However, a globalization enterprise equals to enter or even to activate the battlefield for the local and international opponents. Thus, the labor management needs to be localization per the native culture; take refer to the local environment to melt the culture and management together. It is to say, implementing the new managerial model becomes the first lesson for the outgoing enterprises.
The case we studied here is a Taiwan businessman went to China for investment 3 years ago. Eventually, he realized that himself was behind his fellow companies. If he cannot make any changes for living, he will soon be superannuated from the markets. Therefore, he aggressively makes a firm decision to utilize the New Production System (NPS) for promoting the competence of production, and finally achieve his goal at the end.
The purposes of this research are meant to reach the following targets:
1. To introduce the characteristics, contents, the processes and result of NPS for necessary enterprises.
2. To induce the supplemental tools of NPS: the design, application and administration of performance rewards. Meanwhile, to prove the efficacy of these implements.
3. The insufficiency of this study may lead to further discussion and research for scholastic academia
4. Thru the conclusion we made per this study, we can firmly verify the NPS and performance rewards; these managerial tools can stimulate the spark of innovational management. (P. 60 conclusion).
This study derives the ideas from the local and foreign papers to set up the conceptual structure for NPS.
1. The trend from the mass production to elastic production.
2. Organizational change-----the necessity of organizational re-structuring.
3. The compliant implications of efficiency between the individual and team performance rewards, then focus on the real case study.
In the case study, we describe the history of this company, the globalization background and the office culture in China. At the same time, we also mention the layout of NPS, the momentum to drive the project, the result of outcomes, the faced problems, and the factors for success in details.
To sum up, we can briefly induce 4 points as our ending from this study:
1. NPS forms the aggressiveness, responsibility, open, cooperation, and well communication in organizational ¡§character¡§. Also, the human is the center idea of the enterprise culture as well.
2. From the aspect of production, NPS get a rather positive influence on product quality, production circle, field management and the staff stability.
3. Sound and equal rewards system should combine reasonable calculation and evaluation system for assessing individual and group efficiency. If valued rewards are used to motivate, they can result in the exertion of effort to achieve high levels of performance.
4. NPS is a useful managerial tool and production technology for all shapes and sizes in the varied industries. .
| Identifer | oai:union.ndltd.org:NSYSU/oai:NSYSU:etd-0721104-143700 |
| Date | 21 July 2004 |
| Creators | Tseng, Zang-Shi |
| Contributors | Jen-Her Wu, Tsuang Kuo, Iuan-yuan Lu |
| Publisher | NSYSU |
| Source Sets | NSYSU Electronic Thesis and Dissertation Archive |
| Language | Cholon |
| Detected Language | English |
| Type | text |
| Format | application/pdf |
| Source | http://etd.lib.nsysu.edu.tw/ETD-db/ETD-search/view_etd?URN=etd-0721104-143700 |
| Rights | unrestricted, Copyright information available at source archive |
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