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運輸組織與管理報告Organizational Innovation and Change組織創新與變革

指導教授 : 任維廉 教授報告學生 : 蔡承恩2011/12/15

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自我介紹 蔡承恩 台北人 交大運管所 ( 黃寬丞老師 LAB) 興趣：籃球、國外旅行 ( 享受異國風情與文化 )

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簡報大綱 1. 為何需要變革？如何變革？ 2. 策略種類的變革 3. 實現的變革 4. Q&A

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1. 環境中的力量促使需求

組織中更多大規模的變革•Structure change Mergers, joint ventures, consortia•Strategic change Horizontal organizing, teams, networks•Culture change New technologies, products•Knowledge management, enterprise New business processes resource planning E-business•Quality programs Learning organizations

更多威脅•More domestic competition•Increased Speed•International competition

全球化變革 , 競爭與市場• Technological Change• International Economic Integration• Maturation of Markets in Developed Countries• Fall of Communist and Socialist Regimes

更多機會•Bigger markets•Fewer barriers•More international markets

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2. 策略種類的變革

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變革 Type of changes （變革）

Incremental changes （漸進式變革） Radical changes （激進式變革）

Elements for successful changes

SuppliersProfessionalAssociationsConsultants

Researchliterature

CustomersCompetitionLegislationRegulationLabor force

1. Ideas

2. Needs

3. Adoption

PerceivedProblems or

Opportunities

InternalCreativity and

InventionsOrganization

4.Implementation

5. Resources

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漸進式變革 激進式變革Continuousprogression

Paradigm-breakingburst

Through normal structure and management

processes

Transform entireorganization

Affect Organizational

part

Create new structureand management

Technologyimprovements

Breakthroughtechnology

Productimprovement

New products,new markets

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科技變革 General Manager

Creative DepartmentExpand capabilities —Explore and develop new ideas(Organic structure) 有機組織

Using DepartmentExploit capabilities —Routine application of new ideas(Mechanistic structure) 機械組織

•Switching structures -- brainstorm new ideas•Creative departments -- organic and mechanistic•Venture teams -- new-venture fund•Corporate entrepreneurship -- idea or management champion

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To be both an organic and mechanistic, managers implement an ambidextrous approach

Structures and management processes that push innovation

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新產品成功率

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新產品和服務 Market success rate for R&D projects: 14%→

Customer’s need !Environment

TechnicalDevelopments

Environment

CustomerNeeds

Organization

GeneralManager

R&DDepartment

MarketingDepartment

ProductionDepartment

Coord

Coord Coord

Coord Coord

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Reasons for success: Innovating companies understand customers Innovating companies successfully use

technology Top management supports innovation

Horizontal Coordination Model: Specialization Boundary Spanning Horizontal Coordination

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策略和結構的變革 Administrative changes

-Design and structure of a organization -control and information systems, authority hierarchy and departmental grouping.

Dual Core ApproachType of Innovation Desired

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文化變革 Forces for culture change

Reengineering/Horizontal organization Diversity The learning organization (organization

development; OD)

OD culture changes interventions （干預） Large group intervention Team building Interdepartmental( 跨部門 ) activities

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3. 為實現變革的策略 Most important crucial and difficult. Leadership for change

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為實現變革的策略 Barriers to change

Excessive focus on costs Failure to perceive benefits Lack of coordination and cooperation Uncertainty avoidance Fear if loss of power or status

Techniques for implementation Establish a sense of urgency for change Establish a coalition to guide the change Create a vision and Strategy for change Develop plans to overcome resistance to change Create change teams Foster idea champions

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設計要點 Change, not stability is the challenge for managers There are four types of change Organic structures foster innovation A top-down approach is best for change and

strategy Top managers must foster culture change The implementation of change can be difficult

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4. Q&A 創新和變革在企業中時常發生，如何界定兩者的不同？ 通常變革會帶來員工的抗拒，如何解決？