A Study on the Growth and Change of SMEs

• Main Authors: Chien, Shih-Hsiung, 簡世雄
• Other Authors: Wang-Hui Weng
• Format: Others
• Language: zh-TW
• Published: 2013
• Online Access: http://ndltd.ncl.edu.tw/handle/05951965197705037418

碩士 === 東吳大學 === EMBA高階經營碩士在職專班 === 101 === This research studies the small and medium-sized enterprises (SMEs) do organization change to seeking growth due to the the external environment change. It discusses a company case from profit stage to lost profit stage because the company leaders not seeking growth and ignored business environment changed. The research foundation architecture is based on the management elements in the growth stage of enterprise life cycle. This research selected the case’s study period from 2004 to 2012 during which incudes profiting period and two phases of organizational change period. Therefore, through the case study can fully understand the SMEs how to do organization change to face the external environment change. "The Best Composition of Management Team", "The Good Judgement", "The Good Executive", "Organization Discipline" and "Organization Ability to Attract and Retain the Talent" are the five growth management elements for SMEs. "The Best Composition of Management Team" is the most critical management elements (Drucker, 1985). The SMEs should get counseling guidance from experienced persons if it can not build team at early stage of business. The Management Team develope and judge the organization strategies, but the stategies still need a disciplined organization to implemente it. It is important to pay more attention to the "developing strategy and policy consistency" and "organization disciplined to excutive". Business leaders implement the five management elements should to integrate it as a whole operation process, because the five management elements there is a close correlation between each other. The SMEs have small scale organization and simplified organization processes. Therefore, this study thinks the SMEs can easy to adjust the organization structure and operation process, it will be easier than large enterprises. The business leaders should choose and foucs on strategy change at beginning phase to instead of other change models. Because the strategy changing will drive the organization structure changing (Chandler, 1961) and process innovation. The enterprise culture will finally changed when the organization changing sustained action. The case of this research confirmed above description on their second change phase. The organizational performance comes from strong management team, but "The Best Composition of Management Team" is the key for strong management team. This research suggests the strong management team should have three roles of team members, that three roles include "The Organization Operater", "The Products Creator" and "The Product Value Transmitters". However, this research found it is difficult for SMEs build three roles in organization, because SMEs always keep small organization scale. The case study found "The Product Value Transmitters" in management team quit the job. It is immediately affect the customers to trust the company. This study thinks that SMEs can not growth because they did not build the three roles of talents in the management team. The SMEs can make good decisions and develop organization strategy when the management team has the complementary combination of talents. The organization needs the leading change team when doing organization change (Kotter, 1996); because the period of organizational change is taking time and difficult. This research found the SMEs leaders can invite some persons who have successful experience in business to join board of directors. These people can provide different strategy development advices that greatly reduce risk on decision making mistakes. SMEs leaders refer to external different professional knowledge and the first line staff of know how. It is a way to develop good strategy when SMEs doing organization change.