A holistic point of evolution approach of organizational architecture

• Main Authors: Ke, Wen-Chuan, 柯文娟
• Other Authors: Lin, Chung-Yi
• Format: Others
• Language: zh-TW
• Published: 2012
• Online Access: http://ndltd.ncl.edu.tw/handle/14304957994276586948

博士 === 國立臺北大學 === 公共行政暨政策學系 === 100 === Valeria Termini, President of the International Association of Schools and Institutes of Administration (IASIA) in 2011 the 50th anniversary of the scene, has stated that: Public Administration of the future, the main development direction and focus to the "innovation", which is also the consensus of the scholars. Therefore, one of an important development direction in public administration of the future is organizational innovation. The holistic evolution of organizational architecture has two axis: First, the organizational architecture, including structure, implementation, strategy, and culture; Second, the evolution process, including variation, selection, retention, and struggle. The framework of this study is the organizational architecture of dynamic evolutionary process. In this study, engaged in the systematic organization architecture, and holistic-thinking analysis by the theory of biological evolution. This article takes the important content by organizational architecture of dynamic evolutionary process of context, and illustrates the evolutionary process by example for the Bureau of Social Welfare (including the main------Bureau of Social Welfare of Taipei City, and the Bureau of Social Welfare of New Taipei City, the Bureau of Social Welfare of Kaohsiung City). This research using documentary research and analysis of qualitative data, and collect the Bureau of Social Welfare of the organizational architecture and function change information. By study how these organization has responded to changes in social environment, such as changes in current routines and competencies and organizational forms, and has to choose what to change, and whether to retain the original part of organization, and struggle over capital and legitimacy. Findings of this research are that due to new social environment which change dramatically in organizational evolutions of the Bureau of Social Welfare is quickly and adapt to new environment. On the one hand, the Bureau of Social Welfare need to have institutional legitimacy, which some extent belongs to a closed system, is one of the organizations of the bureaucracy; on the one hand, the partnership with both government and non-government institutes is the network characteristics, is an open system. It can be said that the Bureau of Social Welfare of the typical semi-closed semi-open system, the nature of the service system is new public governance, open and closed system construction. This research suggests that the bureau receptive to the impact of internal and external environment, showing good organizational evolution process. Organization need to adapt and adjust quickly, and to variations in real time, make the appropriate choice of the appropriate retention and struggle with other agencies over social resources and legitimacy necessary for survival.