The Research of Organization Change

• Main Authors: Lei,Yu-Sheng, 雷榆生
• Other Authors: Huang,Zheng-Ti
• Format: Others
• Language: zh-TW
• Online Access: http://ndltd.ncl.edu.tw/handle/52534075844994914649

碩士 === 國立暨南國際大學 === 公共行政與政策學系 === 93 === On July 1st of 1956, in order to cultivate local administrative talent, the Taiwanese provincial government established the “Taiwan Provincial Training Corps” in Da-Zhi, a suburb of Taipei. The training corps was responsible for the training and advanced education of public employees throughout Taiwan. As of 1965, in accordance with the government’s relocation program, the training corps was moved to its current location in Jhongsing, New village, Nantou County. Subsequently, reorganization has led to a number of reforms and name changes. After the disestablishment of the provincial system, the original training corps was renamed as the Regional Civil Service Development Institute (referred to below as the Development Institute). The Development Institute is now part of the Executive Yuan’s Central Personnel Administration. This report seeks to explain organizational changes by reviewing various organizational theories that were development through comparative method analysis. Thus, this report with further elaborates the meaning of comparative method analysis. In the process, an appropriate writing method will be decided upon, two unexamined research topics will be addressed, and a perspective for anticipating organizational change will be developed. My writing strategy is to examine organizational change through the perspectives of comparative method analysis and internal/external verification. The two yet to be fully examined research topics are as follows: First, the changes of the Development Institute throughout each period are all verifiable. Second, all of these changes are shaped by a dual contingency. In developing a system for forecasting organizational change, if it is assumed that the above two statements are valid this report should accept the concept of dual contingency in anticipating the future progress of the Development Institute. In order to examine the validity of the two aforementioned research statements, this report will examine the history of the Development Institute. The examination results lead to the acceptance of the research statements. This section refers to the historical development from Provincial Training Corps to Regional Civil Service Development Institute. At each stage of development, changes have been subject to dual contingency. These changes have been primarily contingent upon external, environmental factors. In the areas of budget and personnel, the C.P.A. lacks authority and is subject to the orders of higher level administrations. Thus, it can be said that the C.P.A. lacks autonomy. Such research findings signify that this report should rely upon the concept of dual contingency in forecasting the Development Institute’s future development. Subsequently, in examining the future progression of the Development Institute, this report will discuss six programs that are currently in effect. SWOT analysis will be used to examine these programs. Moreover, the concept of dual contingency will be used to ascertain which programs have break-through potential. The six programs are as follows: First, the joining together of the Central Personnel Administration and the Development Institute. Second, half of the land and facilities of the Development Institute is being transferred to the Examination Yuan’s Civil Service Training Commission. Third, National Chung Hsing University is being entrusted to take charge of the training functions of the Development Institute. Forth, the Development Institute’s organization is being transformed by an “administrative law” research bill. Fifth, the Development Institute is being integrated into a “National School of Administration.” Sixth, the government has entrusted the private sector to carry out programs. External environmental conditions have been the most important factors affecting changes of the Development Institute throughout the years. What is more, the Development Institute’s level of autonomy is very frail. In light of these factors, the concept of dual contingency reveals that all of the above mentioned six programs may be acceptable. Key words: verifiability, contingency, autonomy