個案銀行管理者面對的不再是過往穩定例行的經營態勢，而是充滿強力競爭與變化激烈的金融環境；不僅是金融機構與銀行間的競爭，更直接面對廣大消費者求新求變的渴望與需求。金融銀行業者為因應瞬息萬變情勢並提升競爭力，紛紛為求生存而推動組織改造方案，其目的是為重塑員工能力，以能快速因應潮流和創新的要求，以重構新的競爭優勢，營造企業永續經營環境。本文是探討個案銀行如何實施組織改造方案，員工初始在面對組織推動改造方案時，一度對組織的信任，幾乎一夕瓦解。管理者在遭遇員工抗拒變革情境時，究竟該如何重建員工信任或任憑其崩解破壞？「由上而下」推動改革，能達到良好有效的溝通嗎？組織變革能否透過更有效的對策與作法，來降低員工抗拒，以促成成員對組織承諾嗎？是否「由下而上」作法，較可形成員工正向的心理契約呢？這些都是本文所探討的重要主題。最後，本個案說明所有組織改造活動中，成功與否關鍵因素在「人」。組織改造亟需員工主動積極配合，最重要的是想法、觀念的改變與做法上的革新。本項主張背後邏輯是：藉由理念的釐清及心理的重塑，可凝聚員工共識並激勵其確實執行；倘若員工不願克服擺脫舊有工作習慣和心態，期待組織能大幅進步創新改變，無異是緣木求魚。

The top managers of the bank in this case study ever encountered a non-stable banking management environment being very differently from that of it had been before. Instead this bank was facing a very severe competition environment with variety. The competition came not only from inter-banking one, but also from the additional service requirements expected from consumers. Banks in Taiwan, in order to survive, had been pushed to make a business model change to react the management environment changes. The key successful factors related to the banking business model change deeply rely on a correct organization reforming way & how to fast build up employees’ capability to react the banking environment change. The purpose of this thesis is to deal with how to do organization reengineering correctly. In this case study, when top management of the bank did the organization reengineering, it failed to get support from her employees. The anti-force being against organization changes from her employees in the 1st round organization reengineering came from employees not being able to trust top management’s actions taken being fair to them & those had almost made top management’s credit bankrupt. In this thesis, following situations are discussed. How to ease organization reengineering resistance & rebuild management credit? What is the effective communication way for top down management when doing organization reengineering? Is there any more effective ways to reduce employees’ resistance against organization reengineering & make employees commit to take it ? And is the bottom up communication way easier to form a consensus on psychological contract? Finally, this thesis illustrates that the organization planning & employees capability level would determine the success or failure of any business model changes. Based on the past history, the key factors of making change successfully deeply relied on if the organization planning was well done & employees had willingness to changes from mind or mind-set to follow through the guide from top management. If employees didn’t want to make a change or cheat to change, it was hard to attain the organization reengineering goal & reengineering work would fail. The employees from the case study bank ever failed to trust top management once in the 1st round organization reengineering process. Therefore to re-build mutual trust between top management & employees becomes a major issue. How to re-build trust, how to re-construct a right communication ways & how to do, when doing an organization reengineering, to make employees commit to take organization reengineering with little resistance & to form a positive psychological contract to organization are the major topics of this research.

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