| Summary: | 碩士 === 銘傳大學 === 管理研究所碩士在職專班 === 96 === A Study on the Relation between Leadership, Group
Collaboration and Corporate Reengineering- A Case Study
on a Computer Company
Student: Su-YingYeh Advisors: Dr. Chun-Cheng Lu
Dr. Yi-Ching Tsai
Graduate School of Management
Ming Chuan University
ABSTRACT
In the wake of globalization, new technologies are applied to business activities and new modes of consumption and business models come onto the scene without a pause. As such, competition among enterprises also undergoes significant change. Such change challenges the wisdom and ability of the business owners to change. Reengineering is a necessary condition for adapting to changes of the business environment. For maintaining flexibility in organization, upgrading competitiveness and materializing sustained development in operation, enterprises never cease to seek appropriate means of reengineering. Yet, reengineering dictates for the participation of all in the enterprise. Guided by the leader of the organization and initiated from the core team of the group, reengineering reverberates through to the entire organization and requires the participation of employees at the basic level. This is the way that all employees may understand the operating status of the organization and the process of handling things. This way of launching corporate reengineering may help to stabilize the sentiment of people, boost morale and coalesce group consensus.
This study is an attempt to explore how leadership style, group consensus, and team collaboration affect corporate reengineering based on the case study of a company under different leadership in different periods of time. The findings of this study indicated that the leader exhibited different patterns of leadership styles at different stages as responses to organizational situation. Group consensus and group collaboration varied with different leadership styles.
At the initial stage and development stage of the organization, the leader adopted different leadership styles interchangeably, which was favorable for reaching team consensus and top-down communication and demonstrated resulting group collaboration benefit. This prompted the growth of the organization. If, however, the leader inclined towards a minority of individuals or a unique leadership style, it neglected the importance of the support of the members and hence impeded the communication among managers at different levels and the members of the whole organization. The members of the organization did not know what the purpose of reengineering is and tended to resist, which resulted in contention in the organization. Each of the teams were only concerned about their own performance and lacked a consensus on organizational goal, which made inter-department cooperation impossible. Inappropriate reengineering caused internal consumption of the organization, and in turn affected competitive power rather than enhancing it. As such, sustained development of the organization was challenged.
This study is based on one case whose representation and scope will inevitably affect the inference of this study on general situations. Researchers are recommended to cover more cases in subsequent studies or involve different industries for comparative analysis so that the scope of research and the subject matters may be enhanced and the results more reliable. The contribution will then be more significant.
Keywords: Leadership style, group consensus, group collaboration,corporate reengineering.
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