摘要
由於全球企業經營環境的快速變遷，產業之間競爭激烈，企業要求成長與永續經營，透過各種方法不斷改善生存條件以提升競爭力。組織精簡被企業視為促 進組織變革，降低人事成本，提高競爭力的有效方案。本研究以某個案公司之保 養部門之組織精簡為研究案例。該公司三個生產廠因製程設備同質性高，且人事 費用與母公司其他事業部比較，相對較高，因而要求將原先編制在生產廠的保養 課獨立出來，成立保養處與生產廠為平行部門，進行組織精簡，降低人事費用。 透過個案檔案資料的分析，觀察與訪談，與研究者個人的親身體悟，本研 究發現落實管理制度，資訊的回饋稽核，以及企業文化包括主管態度與部屬的配合度等三個面向，是個案組織經過精簡後正面效益大於負面衝擊的理由。
並列摘要
Abstract With global economy changing rapidly, enterprises are now facing extremely keen competition among industries. For the purpose of continuous growth and sustainable development, enterprises are always looking for a variety of methods to improve their living conditions in order for competitive advantages. Downsizing is deemed an effective method by enterprise for organizational change, G&A reduction, and competition improving. This study takes a maintenance sector in a firm as an example to illustrate downsizing. This firm has three plants with similar equipment and facility. In comparison with other business units, the G&A is higher than other business units in the conglomerate. Therefore, the maintenance sectors are spun off for departmentalization to parallel plants in order for downsizing and reducing G&A. Through data analysis, observations, interviews, and writer’s personal experience, this study highlights some root causes of success and fails when downsizing. In addition to complying with managerial theory of organizational change, the organizational context is much significant especially management system implementation, information feedback and audit, and enterprise culture (including supervisors’ attitudes and subordinates’ cooperation) are the three key elements. Keywords: Downsizing, Organizational Change, Organizational Context.
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