t1report-淡江大學.ppt

Implementation of proposed changes(建議變更的執行狀況) 經理人和“變更”代理人之間需要共同努力（在我們的例子是中階管理人員和員工進行任務的過程中） (It requires a joint effort between a manager and a ?change agent? (in our case both the middle management and the employees conducting tasks in the process) (Ives Olson, 1984). ) 中階管理人的不確定性管理是很重要的在協助其員工在變革轉型時 (Middle managers‘ uncertainty management is important in assisting their employees in the change transition (Herzig Jimmieson, 2006). ) 因此，一般的焦點是在一個少數關鍵流程，自同時翻新計劃以來的所有確定的流程注定會失敗 (The usual focus is therefore on a small number of key processes, since simultaneous renovation projects for all identified processes are bound to fail (Davenport Stoddard, 1994).) CSFs based on dynamic capabilities(基於動帶能力的成功關鍵因素) * 然而，對組織變革的本質和原因尚未理解和進一步研究，以幫助確定如何實施和管理重大變革的需要 (Nevertheless, the nature and causes of organizational changes are not yet understood and further research to help determine how to implement and manage a major change is needed (Almaraz, 1994).) CSFs based on dynamic capabilities(基於動帶能力的成功關鍵因素) * Use of a continuous improvement system(使用持續改善系統) DC理論主要主張是持續改進這是必要的，這兩個組織文化和正規結構應該鼓勵。 (The main proposition of DC theory is that continuous improvements are necessary and that both the organizational culture and formal structures should encourage it. ) 變更管理是關鍵無論是在企業流程管理計畫，並保證其IT投資的收益，但很少有公司成功地實現持續改善 (Change management is crucial both in BPM programs and to assure the payoff of IT investment (Guha et al., 1997) but few companies succeed in achieving continuous improvement (Ahmed et al., 1999).) 高層管理人員必須是權威性的主要支持者，而中階管理/流程負責人應該是普及的關鍵驅動力概念 (The top management must be the authoritative key supporters while middle management/process owners (see also ad. 4.4.2.) should be the key driving forces to popularize the concept (Savolainen, 1999).) CSFs based on dynamic capabilities(基於動帶能力的成功關鍵因素) * Standardization of processes(標準作業流程) 為了使事情符合最低限度資格的一種限定，它必須工作在一個可靠的模式 (At a minimum, in order for something to qualify as a capability, it must work in a reliable manner (Helfat Peteraf,