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.
| Identifer | oai:union.ndltd.org:NSYSU/oai:NSYSU:etd-0910101-163015 |
| Date | 10 September 2001 |
| Creators | Su, Teng-Hu |
| Contributors | none, none, Showing, H. Young, none |
| 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-0910101-163015 |
| Rights | unrestricted, Copyright information available at source archive |
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