| Summary: | 碩士 === 國立臺灣科技大學 === 工業管理系 === 99 === “Change” is the most important factor for enterprises nowadays to survive, because it can maintain their competitiveness. The organization and the individual in the organization must take a positive attitude toward change in a market in which business situations vary rapidly and competition becomes increasingly fierce. Change will become normal. It cannot be removed or avoided. So the executives, management and even the individual of an enterprise need to learn how to adapt themselves to the impact that would be produced by change.
The company for which the author works is taken as the case for analysis of organizational change. The “Environment Engineering Project” of the company was revoked in August 2008 due to growth of the company, requirements of international operations, poor operating performance and differences in organizational culture. Personnel who were engaged in the project were assigned to the “Environment Engineering Department” of a different attribute after a departmental transformation. Two years and four months later, the department was transformed again and incorporated in the “Environment Engineering Group” of the Process Engineering Department. The “Environment Engineering” that had played an important role during the growth of the company came to an end in this consecutive organizational change process. The Case Study method is used to discuss the issues of organizational orientation and value, distinctive organizational culture, departmental crises and storms, communication among top managements, pains after organizational change and re-orientation of the organization that are encountered during organizational change.
This case might only be a “tempest in a teapot” to the company, but it significantly affects personnel who were subject to the change. For this, the AHP-Analytical Hierarchy Process is used to analyze the company from “the viewpoint of the changed” to understand key elements for successful organizational change. The most important results of the study are: “understanding the wishes and needs of the employee”, “increasing the contribution and commitment of the employee”, “communicating the contents of the change”, “enhancing the education and training of the transformation”, and “establishment of organizational orientation”. After the company normalizes the organizational change, we hope that the key elements for successful organizational change of the company as identified in this study are able to contribute to the sustainable development of the organization, because, after all, the most important assets of the company are its “employees”.
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