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.
| Identifer | oai:union.ndltd.org:NSYSU/oai:NSYSU:etd-0206107-171819 |
| Date | 06 February 2007 |
| Creators | Wu, Lian-tai |
| Contributors | Jen-jsung Huang, Chin-kang Jen, I-heng Chen |
| 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-0206107-171819 |
| Rights | restricted, Copyright information available at source archive |
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