The Study for The Organization Changing of Industry Park Service Center

• Main Authors: Su-Chen Pan, 潘素禎
• Other Authors: Sheng-Lin Chang
• Format: Others
• Language: zh-TW
• Published: 2005
• Online Access: http://ndltd.ncl.edu.tw/handle/32400553832040273604

碩士 === 國立臺灣科技大學 === 工業管理系 === 93 === Since 1960, the execution of “The Statute of Encouraging Investment” has combined the resources of public and private sectors so as to create opportunities for investment and productivity. Over the past 40 years, the areas of developed industrial land have amounted to 18,000 hectares, which has made important contributions to the economic development in Taiwan. Due to the economic depression in these years, the sales performance in industrial land has been poor. Poor performance has caused a sharp reduction in the financial resource of Industrial Estate Development and Management Foundation (IEDMF). In addition, the government continuously devoted investment to promoting related assistance and services so as to meet the needs of industrial development and companies in industrial land. This has greatly increased the operating cost in industrial land and thus, IEDMF has gradually suffered from deficient financial support. In order to sustain the operational service between keeping the standard performance level and lowering the public financial press, Industrial Development Bureau(IDB) established “Self－Responsible Center Mechanism” in some wastewater treatment plants in 2001. That mechanism was designed to allow private sectors to run the business through Industrial Park Service Centers (IPSC). However, its performance was also insignificant. Over the past 40 years, the service provided by IPSC was one of the factors that helped create the miracle of Taiwan's economic growth. Nevertheless, under the rapid changes of the politics and economic environment as well as the awaking of governing concept, the original management model of industrial land operation faced an unprecedented challenge. Furthermore, the expanding impact of IEDMF deficit and national financial shortage have made focused the issue of how to enhance IPSC’s financial performance. It is suggested that IPSC should be independent in personnel, finance and operation. In this study, the method of organization change is adopted to analyze the cause of financial issues, offer strategic solutions, and develop the feasibility of suggestions through financial simulation. At present, IEDMF manpower cost is divided into two parts: the IPSC operating cost and the wastewater treatment cost. On the trial stage, this study adopts the Activity Based Costing (ABC) to conduct the basic calculation. Then, the study tries to review the necessity of each job item by following the policy of Executive Yuan Organization Reconstitution so as to ensure the future reference for job items and financial sources. The deficit between the regulated income and relative cost is listed into government subsidy to balance the finance. Finally, the study carries out financial trials on the basis of the potential innovative service items by IPSC core ability and the current income effects. To sum up, the overall financial effect is divided into three categories: the promoted work items revenues, potential innovative service items revenues and government subsidy. After the calculation, the northern IPSCs still need 277 million NT Dollars from the government subsidy and this will decrease to 0 in the 5th year after executing the “Personalized Administration” which is hoped to achieve the final goal of organization change—reduce the deficit of the government subsidy.