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題名:組織變革與文化重塑最適模式之研究-以G公司為例
作者:吳錦錫
作者(外文):Chin-hsi Wu
校院名稱:國立彰化師範大學
系所名稱:工業教育與技術學系
指導教授:鍾瑞國
學位類別:博士
出版日期:2009
主題關鍵詞:組織變革組織文化文化重塑變革模式Organizational ChangeOrganizational CultureOrganizational Culture RemodelingChange Model
原始連結:連回原系統網址new window
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  • 點閱點閱:52
在高度競爭的環境中,企業常以組織變革來提昇競爭力,但卻常遭失敗的命運;究其根本原因乃在變革過程中未融入企業本身的文化。學者們都強調變革必須符合企業本身的文化,否則就需重新塑造。本研究以變革迭遭失敗後,成功的經由文化的重塑,奠定日後各項變革與改善基石的G公司為例,探討在組織變革過程中,如何將變革融入企業本身的文化,以及建構一套有效的推動模式。
本研究採個案研究法。首先透過文獻探討及專家訪談以建構組織變革理論模式,接著針對G公司員工實施問卷調查與訪談;並將結果與G公司相關之歷史文件實施三角驗證。最後將研究發現與先前學者論點進行討論,期望獲得組織變革與文化重塑最適模式,以及在管理上的意涵。
研究發現,G公司在組織變革與文化重塑的過程中,掌握變革時機,喚醒員工危機意識,符合本身文化的推動方案,共識下孕育出的願景,專責的推動團隊,贏得高階主管的承諾與支持,取得員工的認同,並以SHRM為經,共識活動為緯,落實行動方案,長期追蹤變革成效,實施員工滿意度調查。這種從根本改變員工思維的文化重塑模式,即為本研究所探討的組織變革與文化重塑最適模式。
In the highly competitive globalization environment, enterprises often used organizational change to reinforce their competitiveness. However, relevant documentation shows that the failure rate of organizational change was very high. The fundamental reason was that the organizational culture of the enterprise itself was not integrated during the change process. Academics also stress that the implement of change must be consistent with the organizational culture of the enterprise itself. Otherwise it needs to be remodeled. This study used Company G as an example. Following repeated failure for change, the company successfully put down foundation stones for various changes and improvements in the future through remodeling of its culture. To explored how the change embedded into its own culture during the change process, and established an effective implementation model.
This study adopted the case study research method. Firstly, the model of organizational change was established through literature review and expert interviews. Questionnaires were given to employees and in-depth interviews were conducted for different levels of the company G. The results of the questionnaire, interview and the relevant historical documents of Company G were compared to one another for triangular verification. Finally, findings were compiled and discussed based on the theories of each of the academics for the purpose of obtaining the optimal model for organizational change and culture remodeling as well as their meanings in terms of management.
This study showed that the company in question took hold of the best timing, raised the employees’ awareness for crisis, a plan that was consistent with its own culture, shared vision was born under consensus, effective launch teams were builded, commitment from the top management, employees identify highly, strategy human resource management and overall of employee consensus camp were used as the foundations to develop the implementation of the action plan. The results of the change are followed on a long term basis. Finally, enquiries were made as to the degree of employee satisfaction survey for change during the process of organizational change and culture remodeling. This kind of culture remodeling through a fundamental change in the employees’ thinking is the optimal model for organizational change and culture remodeling that this paper wished to discuss.
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