||This study is rooted in the spirit of systems thinking, exploring whether the organizational problems could be deconstructed fundamentally；that is, under this background dynamic complex problems the organization faced, do these have the pattern which often occurs in organizations, and are there relatively fundamental ways to solve the organizational system problems.|
After, in systems thinking, a complete analysis of system problems of the case, this study finds that the company's Mission Statement, Circular Organization, and Internal Market Economy, mentioned by Ackoff, can fundamentally solve the organizational system problems.
This study finds that there are three fundamental problems the organization faced.
1.The design issues of sector performance measurement, such as the case study company, the sales bonus is only basic on the amount of the contract, without taking into consideration the entire profit for the company's overall contribution. It will cause salesman in order to win contracts, so they may ignore the troubled subsequences, thereby not only reducing the actual profits of the contract, but also increasing the feud between departments.
2.Poor communication between departments, after the company continues to expand and departmentalize, the department parochialism hinders the company's sense of unity, and inter-departmental conflicts, like horizontal communication problems, arise, and vertical information communicated also been hampered. As a result, the company’s policy could not be communicated effectively and then create departments barriers as well.
3.The company do not exist correct mission. In the face of the government policy restrictions, the hearts of the company employees have always been covered by the atmosphere of pessimism, and occupied by the will of just completing the task at hand；rare breakthrough ideas are among colleagues and the company's growth concept is vague;therefore unable to form a strong belief.
These three fundamental issues will affect each other, and then create subsequent derivative problems, which affect each other again, eventually leading to organizational growth stagnation or even decline.