| Summary: | 碩士 === 國立臺北大學 === 企業管理學系碩士在職專班 === 89 === Abstract
Businesses of all sizes in searching of a survival niche and sustainable management are compelled to turn to reshuffling their organizational mission, organizational skills, organizational processes, organizational structure and human resources related management activities to respond to external factors - economic, political, social and technological changes, as well as impact factors arisen from varied internal - mission, strategy, culture and structure differences. Change is necessary but there is no guarantee that a business after changed will lead to success. Once a business has conscious its need to organizational change under the turbulent environment, only the right professional strategies and administrative managements concluded by its Human Resources Department in planning and executing tasks can contribute positively to a business reform. So after that, it can be beneficial in extending a business’s life cycle and improving its competitiveness.
The local banking industry has quickly ballooned in the past decade or so with many new commercial banks joining in the competition. In a homogenous industry where not only the services, market are overlapping but also the organization structure and employee qualities are also similar, differential management strategies within the banking industry in Taiwan have not been very ominous. Meanwhile, coupled with business insolvency and a slumping economy at the onset of Asian financial crisis in 1997, many companies have finance difficulties, lead the jobless to rise up so that banks have overdue loans increased. The fiercely competitive operating environment, together with Taiwan’s pending WTO ascension and uncertainty in cross-strait political and economic ties, makes the banks need to change their operation strategies in order to better respond to the drastic external changes.
Given that the local banking institutions are not only many in number but scattered across the Taiwan island, this study has chosen from the sixteen new established commercial banks set up in 1992 as the study subjects for the reason that certain disparities have begun to surface in terms of their operating efficiency, market brand name and overall image despite sharing the similarities of inception, organizational system and operating scale. In which, the emerging banks have begun to exhibit relative lag and symptomatic problems as sorted and assessed through a variety of designed operating indicators. Those banks that have been planned, reacted for the organization structure and HR management activities — the two dimensions related to human resources management, would then be selected as study subjects. Through the case analysis of the 5 selected out from the 16 new established banks in their organization structure and people adjustments, to find out whether the organizational change has positive outcomes under the turbulent environment.
Aided by the deigned research framework and case analysis, following hypotheses have since been concluded in this study,
1.For the cost and time needed to complete an organizational change are huge and sustained, continue, it is less feasible that a singular and effective indicator can be located for evaluating the overall organizational change for the internal and external environments are still under the changing status. A more achievable approach is to establish a set of diversified incremental indicators for routine tracking and comparison, with which the information compiled and sorted can be fed back to the Change Agent to fine tune the change contents and strategies that leads to the mid and long term of changing success.
2.An organizational change is often affected by external factors more than its internal resistance since most internal resistance can be eliminated through communication, training, coercion or even manipulation to achieve to changing targets, whereas an organization is often vulnerable in terms of altering external factors.
3.Changes Agent often reckons that internal resistance can be eliminated or lessened by different tactics so that often underestimate its dynamics to an organizational change by taking to remedial approach when the resistance became serious.
4.Despite the domain of human resources management activities consist of recruitment, placement, development, promotion, retention and others, it is noteworthy that less of an overall adjustment to all categories of human resources management have been done in an organizational change. More frequently that the adjusted categories, priority and depth are often tied to the management style and concepts of top authorities.
5.When revamping an organization structure that interfere to the politics resources often result in greater or more difficult resistance.
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