南華大學機構典藏系統:Item 987654321/21035
English  |  正體中文  |  简体中文  |  Items with full text/Total items : 18278/19583 (93%)
Visitors : 1025874      Online Users : 825
RC Version 7.0 © Powered By DSPACE, MIT. Enhanced by NTU Library IR team.
Scope Tips:
  • please add "double quotation mark" for query phrases to get precise results
  • please goto advance search for comprehansive author search
    •  Adv. Search
    Home ‧ Login ‧ Upload ‧ Help ‧ About ‧ Administer Goto mobile version


    Please use this identifier to cite or link to this item: http://nhuir.nhu.edu.tw/handle/987654321/21035


    Title: 傳統水泥產業組織變革策略之研究－以欣欣水泥公司為例
    Other Titles: HOW ORGANIZATION RE-ENGINEERING TO REVITALIZE THE CONVENTIONAL INDUSTRIES IN TAIWAN--Case Study of Shin-Shin Cement Corperation
    Authors: 張杰元
    CHANG, JYE-YUAN
    Contributors: 管理研究所
    沈進成
    SHEN CHING-CHENG
    Keywords: 傳統產業;水泥工業;組織變革
    traditional industry;cement industrial;re-organization
    Date: 2002
    Issue Date: 2015-05-27 13:40:38 (UTC+8)
    Abstract: 本研究旨在以個案樣本，傳統產業中水泥業之「欣欣水泥公司」在面對環境變遷的競爭威脅及國內產業結構調整之際，企業組織變革勢在必行。就組織變革的成因模式與五力競爭模式，分析探討企業在面對變局時，促使變革的因果關係，與外在環境變動驅動力影響，企業面對產業的機會和威脅的對應策略與組織變革的過程，獲致的變革績效彼此間的關聯與互動。 本研究藉由個案的分析探討，獲致以下結論： 1.傳統產業中的水泥業，應以產業內環境變遷架構，分辨其中的威脅和機會，透過潛在的競爭者與現存的企業競爭者，分析評估建構組織變革最適化之策略。 2.水泥產業競爭由國內市場擴及區域性的亞洲，由於進口水泥的傾銷削價競爭，企業若以策略聯盟、低成本、高品質、及顧客回應為目標，應可提昇產業競爭力，並透過共享行銷通路，提供良好的售後服務與技術指導，必將獲得產業區域優勢。 3.個案中之「欣欣水泥公司」因石灰石礦權終止禁採，產能受限，企業威脅驟增，除透過策略聯盟、產銷分工，共享行銷通路，以爭取區域性商機之外，精簡組織，以裁減人力、降低成本更是不可或缺的重要決策。
    Focusing on Shin-Shin Cement Corp. as an example, the research aims to study, analyze the shared challenges of those conventional companies, the environment changes, world resources re-allocation and thus less price competitive in market Eventually and inevitably all study lead to the conclusion that the organizational re-engineering will be the savior and thus been widely studied, discussed and implemented. Via the SWOT (Strength, Weakness, Opportunity and Threat) analysis and the model of Five competence factors, I penetrate the root cause study and summarized my thesis in the following approaches: 1. The conventional Cement industry should honestly face the environment change realizing the worsen market. It is a must to clearly identity what are the threats and opportunities, who are the major competitors and where is the market…etc. to define company policy and decide the optimal strategy to make organization re-engineering. 2. The competition of cement market expanded from originally local only now to the Asia whole region which local ones are considered not competitive at all. As such, I proposed to select partners and make strategic alliances with focusing market to set clear policy with our own core competence in price, quality and services. 3. Zoom into the Shin-Shin operations to make the detailed diagnosis, noticing due to government regulation to terminate the mining, thus Shin-Shin capacity is limited without expansion plan. Except the above mentioned strategic alliance, the company itself should move toward a more organic organization. organization re-engineering thus play a key role, e.g. simplified personnel with even more effective efficiency to reduce overall costs is actually a key element to guarantee vitalization of the company.
    Appears in Collections:[Department of Business Administration, Master/Ph.D Program in Management Sciences] Disserations and Theses(Master and Doctoral Program in Management Sciences)

    Files in This Item:

    File Description SizeFormat
    090NHU00457029-001.pdf21KbAdobe PDF529View/Open
    090NHU00457029-002.pdf16KbAdobe PDF210View/Open
    090NHU00457029-003.pdf22KbAdobe PDF212View/Open
    090NHU00457029-004.pdf16KbAdobe PDF205View/Open
    090NHU00457029-005.pdf23KbAdobe PDF193View/Open
    090NHU00457029-006.pdf22KbAdobe PDF258View/Open
    090NHU00457029-007.pdf20KbAdobe PDF220View/Open
    090NHU00457029-008.pdf20KbAdobe PDF230View/Open
    090NHU00457029-009.pdf26KbAdobe PDF331View/Open
    090NHU00457029-010.pdf60KbAdobe PDF1269View/Open
    090NHU00457029-011.pdf51KbAdobe PDF2458View/Open
    090NHU00457029-012.pdf67KbAdobe PDF5465View/Open
    090NHU00457029-013.pdf62KbAdobe PDF867View/Open
    090NHU00457029-014.pdf29KbAdobe PDF283View/Open
    090NHU00457029-015.pdf33KbAdobe PDF363View/Open
    090NHU00457029-016.pdf23KbAdobe PDF342View/Open
    090NHU00457029-017.pdf24KbAdobe PDF239View/Open
    090NHU00457029-018.pdf23KbAdobe PDF288View/Open
    090NHU00457029-019.pdf27KbAdobe PDF700View/Open
    090NHU00457029-020.pdf25KbAdobe PDF216View/Open
    090NHU00457029-021.pdf18KbAdobe PDF186View/Open
    090NHU00457029-022.pdf20KbAdobe PDF386View/Open
    index.html0KbHTML330View/Open


    All items in NHUIR are protected by copyright, with all rights reserved.

    DSpace Software Copyright © 2002-2004  MIT &  Hewlett-Packard  /   Enhanced by   NTU Library IR team Copyright ©   - Feedback