In recent years, Taiwan’s government sector has undergone major restructuring changes as far as local self-government reform is concerned. New Taipei City has become one of the five new municipalities and is the most populous unit with the largest administrative region. In the face of transformational changes brought about by organizational transformation, how to integrate organizations and implement management in order to establish an organizational culture for heritage and innovation, thereby becoming a pioneering organization with vision require excellent management and leadership.
This study aimed to explore the main measures adopted for the management field by New Taipei City following its organizational transformation, including organizational strategies, organizational implementation, organizational structure, and organizational culture, and how the key is mastered and implemented. In particular, through the discussion of the “holistic thinking mode” proposed by Stephen R. Covey mentioned in “The 8th Habit,” the mindset of the knew knowledge era was adopted to construct a government organization with vision, passion, discipline, and conscientiousness that serves the people. In this study, the Linkou District Office of the New Taipei City Government was adopted as the research subject. First, through literature review and content analysis, data was collected to establish relevant interview contents. Additionally, the semi-structured in-depth interview was conducted on the staff of the District Office. The main results were then summarized to derive at conclusions. The results show that:
1.In terms of the advantages, after the transformation, the district office gave an emphasis to staff’s capabilities and staff quality improvement. At the same time, a fairer performance assessment mechanism was developed. Because of this incentive, the staff’s performance improved. On the other hand, systematic overall resource allocation gradually took shape.
2.As for the disadvantages, as far as public service tasks are concerned, the phenomenon of ambiguous responsibilities at all levels still exist, while the problem of lack of horizontal communication is an organizational culture that still exists.
3.Through the “holistic thinking mode” in the knowledge era mindset, there is a need for the role of a rudder to steer the organization, thereby slowly establishing an organizational environment that shares the same vision and strives for efficiency, promoting government-district working as one, and the excellent organizational culture that values performance. The government sector should also bring out its best to head toward organizational excellence and growth.