| Summary: | 碩士 === 政治作戰學校 === 政治研究所 === 93 === Armed forces take military combat as the principal thing, while military combat gives first place to victory. National armed force was set up for the sake of military combat readiness. The main purpose of military build up and combat readiness is to secure the national long-term security. In accordance with national political and economic transformation, the main goal of manpower policy of national armed forces is heading towards limited quantity, excellent quality, and mighty combat capability.
Our national armed forces have gone through the “Jingshi Program”（The ROC Armed Forces Refining Program） and “The National Defense Act and The Organization Act of the Ministry of National Defense” and currently the “Jingjin Program”（The ROC Armed Forces Streamlining Program）, an organization improving engineering, makes the armed forces a unit with simplified organization, excellent personnel and modernized capability for war. The human resources management always plays a very important role in national military management field. The main reason is that the armed forces is actually an internal-oriented human resources market because the senior and middle level officers are usually educated and promoted step by step from a basic level and all the way up. Once the experienced senior officers retire or resign without transferring the experiences to their successors, it is very possible that their knowledge and techniques will fail to pass down. Under the circumstances, the “Jingjin Program” will on the contrary speed up this knowledge fault which, if ignored, will lead to a dire consequence. Therefore, how to better the transference of professional knowledge and experience has become a very important task in this study.
Gary Hamel, the writer of Leading the Revolution, points out that in the knowledge economic epoch, the most important thing to drive organization revolution has changed from “e” (electronic) system to “i” (innovative) system. ROC armed forces have to improve themselves to be a simplified and flexible organization with the ability to deal with emergency as done by civilian enterprises. While facing the huge organization revolution of the “Jingjin Program,” they have to learn how to use and prove the successful management experiences from local firms because that can facilitate military training and education.
Hamilton Beazley along with other U.S. management experts proposed a brand new plan on professional management in 2002, which aimed at preserving professional knowledge for enterprises without causing a knowledge fault. Neuton indicates: “I can look farther as I stand on a giant’s shoulder.” ROC armed forces can benefit from a successful professional management, which is conducive to its reorganization and cultivation of better human resources.
The notion of probing enterprise management was originated from the reform of U.S. armed forces. However, the ROC armed forces had already set up the Center of National Defense Management in 1976, and it has made a great many of contributions to our armed forces’ modernization in management. Following the coming of knowledge economic epoch, the ROC armed forces are facing a tremendous challenge from downsizing. To have excellent human resources, and tiny but powerful armed forces, we should learn from the previous management experiences, catch and study newest and efficient knowledge from the enterprise management projects in order to accomplish the task of renovating military affairs.
Therefore, the purpose of this research is to introduce the knowledge continuity management thinking from the civilian enterprise firms through their successful experiences by transferring and offering more comments on discussion in theory and in practice hence offer the knowledge to understand how to work on management. In order to understand the current status of the knowledge transference in our armed forces, this study conducted an exploratory approach to survey and to interview the senior and elite middle-ranking officers (from major to colonel).
The findings of this study suggest that knowledge and training transferences are the processes tightly interconnected and should be understood thru an institution of credit-union records, a performance-encouraging institution, and running an organization studying culture according to career development regulation. In addition, setting up a suitable timing and lawful system to assist national soldiers and officers glad to operate, enjoy and create new knowledge, therefore establish an efficient knowledge sharing platform. This study further suggests that the multi connection ways of knowledge transit be developed and let the army forces education accreditation system be able to hook up with civilian academic credit hours and accredited certificates. Hopefully, the precious professional experiences from senior officers can be saved completely and continue to pass down in good order permanently.
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