1. 改變現有一人決策的組織模式，加強組織間的連結。 2. 建議可將業務部門依不同品牌特性劃分。 3. 考核系統需要與獎懲系統連結，使考核系統的結果能對組織成員有實質的激勵與鞭策效果。 4. 提高組織內的整合程度，支持研發部門技術層面的發展。 ;Major manufacturers of stage special effects machines are primarily located in Europe and America. However, there is a Taiwanese company with 40 years of experience in this industry. This company has gained international recognition and occupies a significant position in the market for fog special effects machines, offering stable quality and excellent cost-performance value. As the industry has developed, the smoke and fog special effects market has become saturated, leading the company to explore opportunities for applying products in other markets. Furthermore, the market environment has undergone significant changes due to the pandemic. To meet market demands and ensure sustained growth, the company needs to consider adjusting its organizational structure to align with its strategic direction.
This study focuses on a specific case company that founded in 1984 as an OEM manufacturer for international lighting giants to manufacture fog machines. It later established its own brand and successfully penetrated the Asian market. With a distribution business channel, the company expanded its sales globally, catering to entertainment venues like Universal Studios, Disney theme parks, and major concerts. However, faced with a saturated fog machine market, the company actively collaborated with customers in different markets to develop innovative machines and plane to embark on gradual organizational restructuring. Through data collection and semi-structured interviews, this research utilizes the organizational diagnosis model to analyze the company′s market environment, competitiveness, and evaluate various organizational elements. Based on the findings, the following recommendations are proposed:
1. Revise the current single decision-making organizational model and strengthen inter-organizational connectivity. 2. Consider segmenting the sales & marketing department based on brand characteristics. 3. Integrate the performance evaluation system with a reward and punishment mechanism to provide effective motivation for employees. 4. Foster internal integration within the organization to support the technological advancements of the research and development department.
