摘要(英) |
Drucker (2005) advocates that in the time of dramatic changes, while one cannot control the changes, one should proceed ahead of the changes. Basically, it means that the future challenge of managers is to treat the changes as opportunities. A successful enterprise facing a change may want to discard the principles that it used to take for granted, and to recreate new ones. Thus, the purpose of organization restructuring is to achieve future growth.
In this case study, the company was in a growth stage, facing intense market competition and plunging into the globalization trend. In order to satisfy the requirements of the company and its customers, the information technology (IT) department launched a bold organization transformation in 2004 that lasted for three years. The IT manager attempted to improve the department’s value through organizational restructuring. He also attempted to better support operations in user departments, in order to help the company to achieve better competitive position. However, the organization transformation program screech to a halt in 2007, and the IS department returned to the status prior to the change.
This case study attempted to understand why the organization transform endeavor failed. Data related to the changes were collected through company documents, participant observation and in-depth interviews. Analysis of the data was carried out using thematic analysis. Conclusions of the study are as follows:
1. Task ambiguities across departmental boundaries resulted in communication barriers and inter-departments confrontation.
2. The IT manager failed to maintain interpersonal interactions, build up partnership with sub-ordinates, and manage his social relationship.
3. The IT manager attempted to replicate successful model, but failed to build up necessary facilitating conditions.
4. The separation of duties among departments caused a reduction in job richness and technical contents in jobs, in turn resulted in severe anxiety among the technical staff. But this was over looked.
5. The definition of Key Performance Indicators caused the department to focus and invest in wrong directions.
|
參考文獻 |
一、 中文部份
Cohen, Dan S. (2005), The Heart of Change Field Guide,楊函譯,實踐企業變革關鍵的八個步驟,天下文化,台北市,2006。
Daft, Richard L. (1999), Organizatin theory and design,李再長譯,組織理論與管理,華泰文化,台北市,2003。
Dessler, Gary (2007), Human Resource Management (10th ed.),方世榮譯,現代人力資源管理,華泰文化,台北市,2007。
Drucker, Peter F. (2005), Drucker Sayings on Change,齊思賢譯,變革的哲學,商周文化,台北市,2005。
Robbins, Stephen P. & Coulter, Mary (2006), Management (8th ed.),林孟彥譯,管理學,華泰文化,台北市,2006。
文崇一、楊國樞,訪問調查法:社會及行為科學研究法(下冊),東華出版社,台北市,2000。
朱彩馨,企業變革的抗距與管理對策有效性之研究─以資訊系統為例,國立中山大學資訊管理研究所,碩士論文,1997。
吳定,公務管理,華視文化事業公司,台北市,1996。
吳定、鄭勝分、李盈盈,組織發展應用技術,智勝文化事業公司,台北市,2005。
吳秉恩,組織行為學,華泰文化,台北市,1993。
李作戰,「組織變革理論研究與評述」,現代管理科學期刊,49-50頁,中國,2007。
邱毅,「台機變革再造失敗的癥結」,經濟前瞻,122-127頁,1998。
邱毅,「園山飯店改造失敗癥結何在?」,經濟前瞻,119-121頁,1999。
范錚強,「BPR流程模式和企業再造」,電子商務概論講義,國立中央大學資訊管理學系,2007。
張明輝,「學校組織的變革及因應策略」,教育研究集刊,第38輯,1-21頁,台北市,1997。
許士軍,管理學,東華書局,台北市,1997。
陳光榮,精省後中部辦公室就地安置之公務人員的心理知覺、工作滿足與組織承諾之研究,國立中正大學勞工研究所,碩士論文,2003。
萬文隆,「深度訪談在質性研究中的應用」,生活科技教育月刊,三十七卷第四期,17-23頁,2004。
詹中原,「組織變革之因應」,國政研究報告,憲政(研)095-048號,財團法人國家政策研究基金會,2006。
詹中原,「組織變革與組織因應之道」,國政研究報告,憲政(研)095-044號,財團法人國家政策研究基金會,2006。
廖淑儀,組織變革策略對台北市某地區醫院營運的衝擊,私立長庚大學醫務管理研究所,碩士論文,2004。
劉穎翰,民營化組織變革環境下之工會承諾模式研究,私立大業大學工業工程研究所,碩士論文,2002。
歐用生,「內容分析法」,教育研究法,229-254頁,師大書苑,台北市,1991。
謝安田,企業管理,五南書局,台北市,1982。
簡方忠,環境變遷與組織變革之研究:以日本鐵道(JR)為例,私立大業大學事業經營研究所,碩士論文,2000。
蘇守謙,資訊人員職業焦崩與離職決策研究,國立中央大學資訊管理學系,博士論文,2000。
二、 英文部份
Daft, R. L. & Steers, R. M., Organizations: A Micro/Macro Approach, Scott Foreman & Company., Illinois, 1986.
Hodge, B. J. & Johnson, H. J., Management and Organizational Behavior—A Multi demensinal Approach, John Wiiley & Sons, pp. 432-433, New York, 1970.
Kotter, J. P., Leading Change, Harvard Business School Press, Mass.Boston, 1996.
Miller, D., “Evolution and Revolution: A Quantum View of Structural Change in Organizations,” Journal of Management Studies, Vol. 19, pp. 11-151, 1982.
Morgan, J. S., Managing Change, McGraw-Hill, New York, 1972.
Webber, R. A., Management: Basic Elements of Managing Organization, Richard D. Irwin Inc., Homewood, Illinois, 1979.
三、 線上資料庫部份
Coyne, K. P.: Surviving Your New CEO,http://harvardbusinessonline.hbsp.harvard.edu/b01/en/common/item_detail.jhtml;jsessionid=L43BRLCTEHZ2EAKRGWDR5VQBKE0YIISW?id=R0705C&_requestid=119199,(2009年5月10日取用)。
Peter:團隊精神的重要性,http://tw.myblog.yahoo.com/peterwuhannspree/article?mid=6732,(2009年5月21日取用)。
何文堂:定義績效衡量指標KPI,http://www.wretch.cc/blog/pataiwan/12940578,(2009年4月13日取用)。
吳凱琳:空降主管,難得人心?,http://www.ejob.gov.tw/news/cover.aspx?tbNwsCde=NWS20080327110909ENX&tbNwsTyp=641,(2009年5月10日取用)。
范錚強:CIO不只要懂技術,更要懂人性,http://www.ithome.com.tw/itadm/article.php?c=54531,(2009年5月1日取用)。
張明輝:教育組織變革,http://web.ed.ntnu.edu.tw/%7Eminfei/artical/educationorganizationchange.pdf,(2009年4月13日取用)。
陳光榮:提振傳統產業競爭力之策略與政策建議,http://www.moea.gov.tw/~ecobook/season/sag3-a3.htm,(2009年4月18日取用)。
蘇守謙:資訊人員管理控制情境之探討,http://www.gss.com.tw/zh-tw/eis/17/manage_2.htm,(2009年5月21日取用)。
|