| Summary: | 碩士 === 國立臺灣科技大學 === 企業管理系 === 101 === The top managers of the bank in this case study ever encountered a non-stable banking management environment being very differently from that of it had been before. Instead this bank was facing a very severe competition environment with variety. The competition came not only from inter-banking one, but also from the additional service requirements expected from consumers. Banks in Taiwan, in order to survive, had been pushed to make a business model change to react the management environment changes. The key successful factors related to the banking business model change deeply rely on a correct organization reforming way & how to fast build up employees’ capability to react the banking environment change. The purpose of this thesis is to deal with how to do organization reengineering correctly. In this case study, when top management of the bank did the organization reengineering, it failed to get support from her employees. The anti-force being against organization changes from her employees in the 1st round organization reengineering came from employees not being able to trust top management’s actions taken being fair to them & those had almost made top management’s credit bankrupt. In this thesis, following situations are discussed. How to ease organization reengineering resistance & rebuild management credit? What is the effective communication way for top down management when doing organization reengineering? Is there any more effective ways to reduce employees’ resistance against organization reengineering & make employees commit to take it ? And is the bottom up communication way easier to form a consensus on psychological contract? Finally, this thesis illustrates that the organization planning & employees capability level would determine the success or failure of any business model changes. Based on the past history, the key factors of making change successfully deeply relied on if the organization planning was well done & employees had willingness to changes from mind or mind-set to follow through the guide from top management. If employees didn’t want to make a change or cheat to change, it was hard to attain the organization reengineering goal & reengineering work would fail. The employees from the case study bank ever failed to trust top management once in the 1st round organization reengineering process. Therefore to re-build mutual trust between top management & employees becomes a major issue. How to re-build trust, how to re-construct a right communication ways & how to do, when doing an organization reengineering, to make employees commit to take organization reengineering with little resistance & to form a positive psychological contract to organization are the major topics of this research.
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