Analysis of Non-profit Organization Management Strategy Based on Resource-Based Theory – Took Police stations of Siaogang Precinct of Kaohsiung City Police Department for Instance.

• Main Authors: Shih-hsin Yu, 游士興
• Other Authors: Pei-how Huang
• Format: Others
• Language: zh-TW
• Published: 2011
• Online Access: http://ndltd.ncl.edu.tw/handle/07970592791776063885

碩士 === 國立中山大學 === 企業管理學系研究所 === 99 === This study analyzes the assets and capabilities of nonprofit organizations under Resource-based theory through literature searches. The questionnaire which focuses on the characteristics of the organization and precinct, hopes to explore a good management model that enables the most efficient use of resources and yields effective management results. Such management model serves to provide guidance and recommendations for the most basic unit of the police authority - Police Station. It is common that the Police Department rotates the chief officer from time to time in order to prevent fraud or to meet the mission requirements. During the time of writing the paper, several police chiefs have rotated their positions. Because each chief has his own management style, the police staff needs to adapt to different ways of management. Unless the rules are written clearly by the higher level of authority, it is often seen that management styles would change as a different police chief is assigned to the position. There are no specifications for a standard management style in the provisions for police officers. Therefore, a chief’s personal management and leadership style leads the police station to either success or faiure. This study concludes that individual stations are better able to achieve good results, implement sound internal controls and build solid relationships among colleagues when the leading officer employs a balanced management style that incorporates various strategies such as discussion, unique approaches based on individual needs, and hierarchical reporting.