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Reorganization of Taiwan Forestry Bureau
|關鍵字:||Reorganization;組織重組;Strategic planning;Stakeholder analysis;Organizational life cycle;策略規劃;利害關係人分析;組織生命週期||出版社:||森林學系||摘要:||
Traditional bureaucracy forestry organizations should be reorganized because the society becomes complexity and diversity and the role of forestry has changed. Because the study on forestry administration organizations wasn't considered the longitudinal analyses in the past, organizational life cycle was used to explore the revolution of Taiwan Forestry Bureau and find out the important factors. And this study was compared with reasons, methods, factors and difficulties of reorganization among Japan, USA, Germany and Taiwan to offer the reference for reorganization of T.F.B. in the future.
After it was compared among four countries, this study found it was not the mainly function of national forests to produce timbers and welfare functions become more important. The reasons of reorganization are to pursue the efficiency and adapt modernization for these four countries and methods of reorganization were consolidation, function change and structure reform. Meanwhile, they all encountered the resistance of members and the problem of estimating effects. To compare with them, the method Germany adopted is the most severe and what Taiwan do would be the mildest.
In the meanwhile, the questionnaire was used to understand the opinion and attitude of officers in Forest Bureau and 8 District Areas Then it was also applied to find out the missions, visions, and strategies for T.F.B. by strategic planning and stakeholder analysis and framed reorganization structure for T.F.B.
The results lead to:
1.The difference among organizational life cycle stages was significant and the important influential factors were organization structure, efficiency, politic factors and diffused innovation.
2.Most officers take positive attitude about reorganization. The one who works in Forest Bureau is more optimistic than District Areas about reorganization. The higher one's grand is, the more optimistic one think.
3.The legislator, the public, and other governmental sectors are important stakeholders for Taiwan Forest Bureau. The public relationship sectors and strategic planning department would offer optimal strategies and well communication.
4.Forestry administration organizations in other countries made use of the strategies including public involvement and cooperation to reorganize. They could study concrete strategies by constructing promotion and research sectors.
5.To establish the forestry committee would foster the implement of programs and policies and be coordinators and raise professional autonomy.
6.Strategic planning was considered as a good tool to plan policies and programs for T.F.B.
|Appears in Collections:||森林學系|
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