The effects of TMT organizing and operation

• Main Authors: Shu-yi Sun, 孫淑怡
• Other Authors: Jin-Feng Uen
• Format: Others
• Language: zh-TW
• Published: 2007
• Online Access: http://ndltd.ncl.edu.tw/handle/3f9rt8

碩士 === 國立中山大學 === 人力資源管理研究所 === 95 === Corporations nowadays are in a highly accelerated stage, facing an ever-changing environment. It is no longer accomplishable by a one-man team to survive and prosper in such competitive environment. Hambrick & Mason’s upper echelons theory points out that the top management team (TMT) is an organization’s main decision maker, not individuals. The follow-up researches mostly focus on the relationship between TMT and organizational performance, but lack info on the construction of a TMT and its associated operations. It is therefore this research directs its focus towards how, when today’s corporations start to adopt the TMT theory into their strategy, the number of team members, the selection process, member criteria, and the roles and responsibilities, are decided, and what elements will affect the conflicting communication and decision making process. This research is composed by case studies, and the following is a qualitative analysis conclusion of interviews with six corporations and seven senior managers: 1. There is a close-bonding relationship between the construction of TMT and corporation structure, managerial cognition, and corporation size. Mid-level and small corporations usually base their TMT selection on subjective decisions of the owners, while large corporations base TMT selections on protocols, through set channels such as recruitment or promotion. 2. TMT operation is related to corporation structure and owner’s control. The role of TMT on major decision making depends on the owner’s degree of empowerment. Communication between team members tend to be face-to-face communication, and senior management usually see positive conflicts to be of beneficiary value to the organization, while negative conflicts would be controlled under rules and protocols. It is therefore positive conflicts are not avoided, and actually encouraged, to increase innovation in the organization.