Labor Pains of the Transformation ─An Successful Reorganizational Experience of An Government Organization

• Main Authors: LIU SHUN HUA, 劉舜華
• Other Authors: LIN JUNG CHUEN
• Format: Others
• Language: zh-TW
• Published: 2014
• Online Access: http://ndltd.ncl.edu.tw/handle/7k56p2

碩士 === 實踐大學 === 企業管理學系碩士在職專班 === 102 === Government reorganization, which includes redefining the goal, adjusting organization structure, function, and operation process, is caused by both inner and outer demand and change of the environment. The functions of a creative organization are critical to developing a creative organization structure, which could survive in the difficult environment. Regarding the rather small 23 million populations in Taiwan, compared those of the countries nearby like China, Japan and South Korea, we should focus on creating a small but a more flexible niche government. The reorganization of Ministry of Health and Welfare was officially announced on July 23rd 2013. It seemed to be finished after having relocated the office. However, the reorganization is still in progress. The colleagues are lucky to experience the changes, but also have to face the throes accompanied by them. The only thing for sure is: people will never forget the efforts and experiences. While looking for answers to encountered problems or bottlenecks during the reorganization process, it turned out that many problems became easier and the efficiency improved due to many trials and errors. People play a very important role in the process. They are the key to success. They cause difficulties of changes but in the meantime, they also innovatively provide themselves with wisdoms, strategies and communications which are necessary for a successful organizational change. However, undeniably, the key to a successful reorganization also includes proposing the vision, adjusting the culture according to the organizational structure, and considering the human resource development. At the same time, the direction of the reorganization should be accepted by all members. As long as everyone is willing to take the risk and having the same vision and mutual trust, there would be no failure in the coming reorganization.