An Inquiry of Key Factors in Successful Organizational Change through Observation of Acer's Re-engineering Process
| Autor: | Zhen-Yu KO, 葛振宇 |
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| Rok vydání: | 2006 |
| Druh dokumentu: | 學位論文 ; thesis |
| Popis: | 94 Since its establishment in 1976, Acer Group went through various organizational changes. The changes in 1992 and 2000 occurred when Acer Group encountered both changes in external business climate, and internal company problems, causing difficulty in its operation. In both occasions, Acer Group was able to shake off the operational problems, and reached new plateaus in organizational success. The globalization of Economy and the rapid change in business environments in the mid-1980’s caused inevitable changes in industrial organizations previous unseen. Phenomena of organizational change in the forms of merger and acquisition, restructuring, and downsizing, to name a few, abound in the business world. In the mean time, the liberation and internationalization of economic structure attracted enormous foreign investment into China’s market place, making IT companies in Taiwan to come face to face with a new age of global competition. In order to meet such a challenge, IT companies in Taiwan can not avoid to go through the needed organizational change. Business administrator today should be able to deal with problems both in stable and changing environments. The challenges administrators faced today include producing new ideas, creating new products, production control, meeting newly appeared competitors, and customer demands and the ability to adjust to the external changes, regardless whether these changes are caused by new science and technology, markers, suppliers, or competitors. Successful administrators in the management of science and technology are mandated to see clearly problems beforehand, and to respond accordingly. In this study the secondary materials during the two organizational changes within Acer’s Group are collected and form which to extract essential factors of its re-engineering process; questionnaire data and Factor Analysis method are used to arrive at describing various index characteristics with a set of fewer essential factors as the key factors in successful organizational changes. This study found and concluded that these factors are:(1) introduction of the outside successor, (2) setting up structure and procedure for mutual cooperation, (3) establishing a reformed culture, (4) leader’s active involvement, (5) redesigning the work process, (6) setting up platform for communication among staff, (7) a transition management group formed by the outside successor, and (8) delegation of authority in the leading group and its ability to effect the transition. Keywords: organization change, reengineering, Acer group |
| Databáze: | Networked Digital Library of Theses & Dissertations |
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