| Summary: | 碩士 === 國防管理學院 === 後勤管理研究所 === 92 === ABSTRACT
Following the quick pace of computer technology evolution and the change of economics activity, enterprises are transformed and following the trend of knowledge, globalization and variety. In order to keep dominant position, enterprises focus their effort on structural change. The changing trend existing in enterprises influence inevitably the government units, especially the Ministry of National Defense showing its determination and being devoted to structural change.
During the transformation processes, the Ministry of National Defense are often facing the problems: the adjustment of units, the constraint of rotation system and the change of leaders. Especially to the change of leader, when a new leader comes to a unit, his/her leadership causes the atmosphere of the units changed, and the members facing the uncertain direction in the future become fearful and have unsafe feeling. Dure to that, the negative attitude to facing change usually makes the moral of the members low, causes confidence crisis, and let the members reluctantly keep promise to the unit; even worse, the people will resist the orders so that the efficiency of carrying out mission will be low down.
In order to figure out the factors of the above problems, this study took one of Military units and gave the questionnaires to its members, 250 questionnaires in total were issued, 224 retrieved, the rate high as to 90%. Except 27 null questionnaires, there are 197 valid questionnaires, 78.8%. Using SPSS as an analysis tool, try to figure out, under the circumstance of changing leader, the relation between the morale and keeping promise to the unit, and whether facing leader change and different type of leadership also cause the effect to the morale and promise to the unit. At the end, the paper used the result of research to point out the aspect of management to leaders for decision making.
Key words: Leader change, attitude to facing change, type of leadership, promise to the unit, morale.
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