傳統產業的接班與變革-以Z印刷公司為例 The Succession and Transformation of Traditional Industries - Taking Z Printing Company as an Example

Date
2018
Authors
易文如
Yi, Wen-Ju
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Abstract
台灣的傳統產業目前正面臨二代接班的問題,組織變革為接班人必得面對的難題。本研究主要以Z印刷公司的臨時接班二代,在大家對他沒有任何期待,不服接班,反彈與衝突不斷,使其孤立無援。後來引進外部經理人進行變革。在組織變革的過程中,老闆、員工與變革者關係微妙而複雜,員工如何由抗拒轉變成接受,繼而與變革者共同完成變革轉型。 本研究採用個案研究法,資料之蒐集以歷年直接參與觀察、深入體驗與當事人對話為主,輔以側面調查、間接資料之參閱所得。 Z公司內部人際關係錯綜複雜,墨守成規處於被動地接受現成訂單,面對市場競爭,瀕臨存亡之際,接班之小老闆焦慮萬分,因緣際會下,小老闆聘請外部專業經理人進行變革,藉由外部專業經理人引導、協調,建立核心能力。將營造一個權責分工團隊,讓內部管理機制,回歸權責分明。再透過成立ISO作業程序書讀書會、5S委員會、開啟實行KPI考核政策及月會、MBO經營管理會議召開、落實技術傳承、並導入ERP讓公司整體作戰能力不斷提升。爾後再經訂相關雜誌開闊視野、參加展覽、文創CSR、生技開發部門,專利技術開發、爭取國家獎項讓公司跨出原有領域。最後扶植二代接班人樹立威信、榜樣,造就其成為有組織、有系統的領導者。經由一連串的決策執行,接班人才能實質掌握公司實權,並成功轉型。 本研究的結論:1.接班儘早安排,讓接班人有足夠時間歷練;2.適時引進外部經理人,借重外力變革;3.變革後順勢轉型,鞏固變革成果。
Taiwan's traditional industry is now facing the issue of second generation succession. How to organize the transformation is the main difficulty they are dealing with at this stage. The Z company's successor in this thesis was taking charge in a very short notice. However the Z company chose to recruit a professional manager to conduct the reformation, when no one had any expectation toward the successor and the conflict was rising up. This thesis reports how the Z company dealt with the problems and completed the transformation at the end. Z company had it's own complex interpersonal relationship as well as its market competition. In the Z company, they built up a brand new operation system by setting up as “ISO operating procedure book club”, “5S committee”, staring “KPI performance evaluation policy and monthly meeting”, “MBO business management meeting”. Furthermore, they not only take part in exhibition but creative industries CSR, by striving for national prize to expend company's vision. Because of series of reform action the second generation successor was be able to build up reputation and let company transformation successfully. The conclusion of this thesis includes: 1.Arranging succession early: letting successor have enough time to develop his competence. 2.Recruiting professional manager to take change the transformation. 3.Transforming after reformation to secure the results.
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Keywords
二代接班, 印刷產業, 組織變革, 傳統產業, 專業經理人, 中小企業, printing industry, traditional industry, professional manager personnel, successor, reform, SME
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