| dc.description.abstract | Throughout the process of globalization, Taiwanese enterprises have had to evolve its organizational structure in order to maintain its competitive edge on a world scale. In particular, small and medium size family enterprises, limited in its resources, must navigate cautiously to ensure its organizational capabilities meet the rapid changing tides of the current global economy. The ability of such enterprises to constantly engage this dynamic is a key challenge that the Board must consider in order to maintain a sustainable and effective organization.
For small and medium size family enterprises, the origin and evolution of its organizational structure are often at the sole discretion of a single or small group of company founders. In other words, organizational structuring decisions are often made based on the personal knowledge and experiences of the founders, without considering a holistic point of view on the organization as a whole. For example, personnel training are done on an ad-hoc basis to resolve a particular company need, without much consideration for strategic planning in the long-term sustainability of workforce skills. Thus, this paper examines a more efficient approach to organizational structuring and development by integrating human resource planning more holistically, with consideration to person-organizational fit, person-job fit, and competency-based management.
A is a family company, has enjoyed 35 years of stable growth, with loyal employees building decades of long-term careers. For the sake of business continuity, management succession planning has become an urgent priority for the Board. The Board has examined its talent pipeline, discovering different gaps across levels within the organization. First, due to the long-term employment of high-level managers, few upward mobility opportunities exist for middle- to low-level managers. Second, there is a noticeable lack of clarity in communications across the high-level and middle-level managers on business decisions. Lastly, with Miao-li County as the production plant location, the region lacks management talent for company recruitment.
With the above context in mind, the purpose of this paper is to inform the Board of A company a more effective management model across organizational levels. First, the company must establish clear leadership and skills requirement for each level of management. Second, the company must establish transparent performance evaluation processes. Lastly, the company must communicate such standards across all levels effectively to identify and fill organizational gaps. With the above points accomplished, A company can then build an organizational management structure that is more sustainable to help navigate through future business challenges. | en_US |