| Summary: | 碩士 === 國立中山大學 === 企業管理學系研究所 === 89 === Abstract
During the past forty years of economic development in Taiwan, the industrial structure evolved from labor intensive to technology and capital intensive. Because of the cooperative effort from every spectrum of the society, Taiwan has created an economic miracle that is known to the world. However, as we step into the 21st century, the environment of Taiwanese industries gradually becomes unfriendly to the survival and growth of local corporations. Under such a harsh condition, some companies still believe in Taiwan; some decide to invest overseas in more profitable industries, while the rest disappears as time goes by.
There is a more important factor to influence corporations’ strategy making than mere external environmental factors. Corporations’ competitive abilities, organization structure, the deployment of human resources, and strategies will face a significant revolution, which is the source of competitive advantage—developing organizational efficiency.
Many organizational diagnoses tend to focus on structure (Beer, 1980). However, factors that affect the organization structure, including environment and strategies, also have influence on organization operations as well as organization control and efficiency. In other words, environment, strategies, structure, and operations have certain degrees of correlation. The thesis is to study organizational problems from aspects of environment, strategies, structure, and operations. From studying in a broader perspective, we will understand the underlying problem and find a solution for it.
More specifically, the thesis is to study more on the correlation of organization structure and operations, and touch on environment, strategies, control and efficiency. For practicality, this thesis also incorporates a high-tech company named “F” in diagnosis, which outline is based on theories from above accompanying with related organizational theories and my working experience in the industry.
From the discussion above, we can conclude that understanding the management of organization structure will enhance the overall ability of the organization. To further analyze and evaluate the ”F” high-tech company using organizational diagnoses, there are several conclusions.
1. Problems facing by entrepreneurs of the growth stage are delegation, leadership and objective adjustment, which cause internal conflicts.
2. There are formal and informal communication channels. However, the manager of F high-tech company prefers flat organization, which unofficially permits employees to report directly to unauthorized supervisors.
3. Due to the inability to implement the organizational regulations, departments and employees are unwilling to cooperate.
4. An organization structure can reflect a company’s future performance. The current structure of F high-tech company can’t adjust to the rapidly changing environment.
5. Internal communication is mostly done through meetings. The communication with subsidiaries only relies on telephone and fax. There are also problems of reporting directly to unauthorized supervisors and insufficient evaluation feedback.
6. The manager has leadership problems as well as problems of management inflexibility, which affect organization efficiency.
In conclusion, if F high-tech company could improve problems suggested above, it might become the leader in the technology industry and continue to grow.
The essay is based on relevant theories and self practical experiences to develop a more executable method and to sort out key points to be diagnosed. The method is as following: objectives, structure, relationship between departments, performance evaluation, efficient and relevant regulations, formal and informal reporting system, leadership and overall evaluation.
The purpose of the essay is to solve these problems through the adjustment of organization structure, which leads to the enhancement of the organizational efficiency. For the studying or evaluation of future organizational diagnosis, I suggest one should include factors including environment, strategies, structure, operations, control and efficiency into diagnosis.
Therefore, to diagnose an organization one should consider the similarity and differentiation. For differentiation, one should construct different evaluation forms tailored to specific characteristics of each industry to build a more complete evaluation process.
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