軍事組織變革策略剖析─國軍機工具體制初探─

• Main Author: 朱延昌
• Other Authors: 劉代洋
• Format: Others
• Language: zh-TW
• Published: 2002
• Online Access: http://ndltd.ncl.edu.tw/handle/33205735128612448985

碩士 === 國立臺灣科技大學 === 管理研究所 === 90 === ABSTRACT The purpose of this research is to discuss about the history of military organization’s change based on the strategic theory of change. In terms of huge, complex and hierarchical characteristics of military structure and the limit of environment, we can have a lengthwise and macro research, but we can less have a micro exploration. Therefore, we sampled the members of keeping system of subordinative organization in tool groups. By survey and interview, we hope to prove the relationship between theory and reality. The research of downsizing in tool groups and reaction in the military, subordinary level and other levels has the essential results. Nowadays, in the process of research organizational change, learning theory and Porter’s competitive theory, we found something as follows. 1. Organizational change is necessary. Although the life period theory of business change is different from the military change, the developing mechanism of them is similar. 2. Organizational change often fail. It shows that the business will bankrupt and have a deficit as well as the military will have the phantom power. We can not finish the “specific tasks” and keep the “war principles” by the failure of organizational change. However, we should support the basic tasks by political, and economical strategy. If we can not avoid the war, the country will have a disaster. 3. Innovation have positive influence in organizational change. Business can get large benefit, the military can improve power, and the tool groups can improve their efficiency and effectiveness by innovation. 4. Downsizing is a method of organizational change. Business can decrease their cost, the military can maintain the power, and the tool groups can keep working capacity by downsizing. 5. Innovation and downsizing are the goals of business reengineering, the core concept of R.M.A after , and the basis of military strategy. According to some researches of military researchers, there are some flaws in innovation and downsizing. 6. The troops have moved to Taiwan for 50 years. The military continued to innovate and reengineer because of the mainland’s threat and the change of the whole strategic environment. The history can distinguish into 3 stages or 9 periods. 7. The change of military organization is necessary and become a learning organization. The soldiers will learn with other coworkers under the leaders’ promotion and the advanced technology. It will improve the power, or worsen the power. 8. We can analyze the power structure of the military and operating mechanism of keeping system in tool groups deeply by the concept of Porter’s value chain. 9. Porter’s competitive analysis can be used in the military strategy of national safety. It links the relation between “the enermy’s threat ”、”supportability of the military organization”、”the goal effectiveness of units”、”the competitiveness of organization” and “substitute power”, Compared competitive advantage of military which is basis of power, three traditional and fight factors mentioned including soldier numbers,army effectiveness and quality of the troops, to Dupuy’s（1993）quantified judgement model, there are more excellent strategies. Under the analysis of operating mechanism in tool groups, we found that the supporting power outside the system is higher. The power of units, the supporting of operating, the demand of tasks will take pressure in the competitiveness inside the system. In other words, We can explain the reason of operating mechanism if it can not provide the supporting. 10. Porter’s diamond model is a open system. Each factor will influence other factors. In the diamond model of military organization, the six corners, national industries, power factors, government, organizational strategy, demand conditions, opportunity will influence with each other. The inner six corners present strategic complex and strength the open system. Therefore, the analyze of military diamond model obviously provide a new tool of deep research in military strategy. In the diamond model of operating mechanism in tool groups, each factor including ability factors, related support, supervisors, structure, demand conditions, and opportunity has the same effect of influencing with each other. It may be the key point of whether the effectiveness of operating system is low of high or not. In the investigation of sample and interview, the systemic requirement of specification, for instance, the responsibility of property, the number of tools, the specialty, and administrative penalty can prove the interacted relationship of diamond models. 11. The change of military organization can break through the limit of environment in the process of evaluation, check, suggestion and modification. We can evaluate the organizational condition by R.M.A that will not be influenced by the “powerful and hierarchical” organization. In the 21th century, it is not impossible to influence by R.M.A .Military organization should become a more efficiency organization. It is a key point to be a moderning organic organization which keeps the principle, or a phantom troops. However, environment is an action of change and a conflict of change, too. It is the core point that prevents organization from become a “dirty dozen”one. 12. In the survey of tool mechanism and interview, we will find something as follows: (1)In the investigation of losing tools, only 20 percentage of high level of supervisors think that the tools are not lost in their units and 95.9 percentage of low level of supervisors think that the tools had been lost in their units. It shows that the losing tools is very serious in the army. (2)In order to help to manage the tools with number, the work began on November 2001, inform the supervision on December, and examine in several areas on February 2002. If you are against the principle, you will be punished. But finishing the work before March in 2002, it is 70 percentage of high level of supervisors and 50.3 percentage of low level of supervisors. From that, we can understand that obeying the order, atmosphere, and discipline are big problems contrasted with 32.4 percentage of low level of supervisors who understand the system of military things (3)After sending the broken tools to the original place, only 10 percentage of high level of supervisors think to get above half of supplies, 92 percentage of high level of supervisors think that it will take 1 year of even timeless to get supplies. 72 percentage of low level of supervisors has the same opinions. Therefore, we should pay attention to the danger of “three confidences” (4)82 percentage of surveyors feels that the owner should have some specialities. Nowadays, the examiners don’t examine the requirement of owners and strength the owners’ training. (5)In conclusion of tools management, The main reason of losing tools is due to the high ratio of owner’s unemployment. The main reason of not reporting is because of a long problem, not accepting the punishment and paying the fee. The reason of not sending the broken tools to the original place has many reasons. The suggestions of preventing tools from losing also has many opinions. As a result, we understand the low level soldiers have a positive attitude and get many solutions from this research. 13.The change and downsizing of tool groups can start from mechanical function, competitive model, and members’ learning with each other. The members of basic level can not be responsible for the strategic management of tools. The conclusion will prove the theory, the result of survey, and reality.