近年來，各類的電子消費性產品問市的速度，如雨後春筍般的快速成長。以致對電 力的仰賴度與日俱增。同時，隨著電子科技日新月異，電子產品對電力和電源供應的品 質的要求也不同以往。順應此一趨勢，電力保護和備用電源的相關產品一應而生，例如， 突波吸收器、穩壓器和不斷電系統等。因此，電力電子的發展潛力與市場需求，不可小 覷。 本研究以自有品牌深耕北美地區頗負盛名的個案公司為研究樣本。該公司於民國96 年開始輔導上市櫃，預計於民國98 年底於店頭掛牌上櫃。為因應未來的發展，該公司 目前正積極擴大招募人力與生產設備的購置，並逐步在計畫組織的變革。本研究以資料 蒐集與訪談的方式，運用組織診斷模型理論，從個案公司所處的大環境與其競爭力先分 析，並進一步診斷目前的組織狀況與輸出情形。依照診斷的結果，提出如下建議與改善 方向供個案公司參考： 1. 改變現有一人決策的組織模式，加強組織間的連結。 2. 建議可將機構單位依產品別劃分。 3. 獎懲系統要建立在評量系統之上，並與其連結。使獎懲能依照實際的評量結果 執行。 4. 加強組織整合程度去支持技術面的問題 Recently, many types of power electronic and electrical products have been rapidly presented to the market resulting in high demand and the raised degree of dependency on power. As the result, the products related to power protection and backup power are produced and getting popular. The demands and potential of the market grew up quickly as well. So far, there is a large numbers of manufactures who design and sell UPS (Uninterruptible Power Supplier) products in Taiwan. Most of their business models are mainly ODM/OEM base, and own-brand taking some part in revenue. Few of them focused on running own-brand model. Moreover, a minority of them, such Phoenixtec, Powercom, and Delta, has entered the market. This research is aimed to investigate the well-known company which promote their on own-brand power electronic product in USA and Canada market for more than decade (hereby as “C-Company”). C-company was guidance and assistance to become public from 2007, and entered the market in the end of 2009. In order to the future growth, C-company requires iii hiring more employees and purchasing more facilities to extend its production capability. Beside, C-company is going to perform organizational change in order to be more competitive. Organizational Diagnose model was conducted in this study, and five-force theory was employed to analyze from external factors (general environment) to internal advantages (competitive advantages), and its organization structure in order to make some prescriptions for its organization development reference as following: 1. The alignment relationship between each design components should be improved. 2. Mechanical department should be reorganized according to the type of products. 3. Reward system should be tied to measurement system. 4. Organization integration should be improved to support technical factor.
