過往經驗顯示，災害發生後，資訊混亂不明，產生大量的協調工作，容易導致以政府為主體的行政體系失能，為迅速因應，有效的緊急應變管理是重要關鍵。過去許多研究對緊急組織內部協調模式提出建議，建議緊急組織應調整其架構，採彈性運作方式，增加內部協調速度，提升組織效能；組織權變理論亦指明，沒有一種組織適用於任何情境，組織必須依據其所在的權變狀況調整，得以在變化多端的情況下有效運行，以維持組織效能，因此，為迅速應變，緊急組織必須調整其組織架構，用來提高組織執行能力、提升協調效能，以增進處理效能，降低災損。
事實上，過去重要研究成果在受限於 (1) 災害的突發性、(2) 不可預測性，以及 (3) 獨特性，使得緊急組織應變效能難以量化，為探究緊急組織執行效能的落差，本論文以組織理論為論述基礎，藉由完整回顧1999年九二一地震，台北市政府處理東星大樓倒塌案所成立之緊急組織為案例，探討組織結構調整對 (1) 搶救、(2) 拆損搜救、(3) 恢復生活機能與 (4) 重建等四個重要救災階段協調工作效能的影響。本文係參照個案研究法，蒐集當時運作狀況，藉由所獲之資料構建數值模擬模型，並以當時運作的狀態作為分析基準，透過組織數值演繹模式Virtual Design Team (VDT) 檢視重要應變效能指標，包括時間、協調工作量與品質，並與常態性的行政組織比較。模擬結果顯示臨時性救災組織以簡化組織架構、透過分權化及非正式化運作方式，在災變初期發揮較高效能，免除常態性組織過於龐大的組織階層架構所引發之協調遲緩與行政運作障礙，於搶救與拆損搜救兩階段皆能快速反應，減少行政組織所需之一半時間。但是這個優勢會隨著災變處理持續進行而遞減，到了救災後期，工作品質相形重要時，臨時性救災組織相對常態性組織在速度與品質上，並無明顯優勢。
面對緊急救災狀況，台灣現有緊急組織（及體系）應跳脫現有框架，立刻由不同統屬之各相關部門，跨越層級管轄組成臨時性組織，壓縮常態行政組織內部耗時的協調障礙，迅速進行搶救工作。同時建議隨救災任務階段性需求而進行組織結構調整，逐步降低專案特性，朝向常態性行政組織歸建的調整方針適當。
本論文進一步從工程及文化角度，再藉高雄捷運崩塌事件及莫拉克颱風案例，探討並檢視現有緊急組織架構調整習性，研究成果說明，高層之領導統御能力為驅使組織型態改變的重要關鍵；而文化內化於權力差距與風險趨避兩項文化因子上，則主導組織成員在緊急狀況下之應變行為，進而影響組織調整協調架構與其執行效能，為緊急組織即刻調整的另一重要關鍵。

SUMMARY
This research aims to discuss how to improve coordination effectiveness on emergency organization in post-disaster response in lens of organization structure. Theoretical framework, included coordination theory, organization theory and emergency management theory, is thoroughly studied. A successful responding case is invited and simulated through the computational organization simulation method. The simulation results are differed in four post-disasters responding phases (different environmental conditions) with two different structures (different structural characteristics). The conclusions are made by carefully examining the simulation results. Furthermore, two more emergency cases, an engineering one and a typhoon case, are further studied and discussed. Several recommendations are bring up at last.

INTRODUCTION
When disasters suddenly happen, emergency activities with huge coordination loadings usually overwhelmed the emergency organization. How to solve the coordination loadings in order to generate convincing response is very important. Previous studies proposed that an emergency organization should contingently adjust its configuration with a flexible structure and proper operation policies to gain coordination ability. However, restricted to suddenness, un-predication and uniqueness of disaster situation, it is difficult to quantify and compare the coordination effectiveness in different organization settings. This leaves a research gap for continuing study.

MATRTIALS AND METHODS
In order to fulfill the above gap, the author chose a successful responding case, the Tung-Sing building collapse in 921 earthquake, and use a computational organization simulation model (Virtual Design Team, VDT) to study the factor of the structure type of an organization. In this study, four response phases with different goals are discussed, including (1) rescuing phase, (2) searching phase, (3) recovery phase and (4) reconstruction phase. In each phase, two different organization structures, the headquarters (a flat structure organization) and the administrative organization (a hierarchical structure one), are studied for comparing the effectiveness indicators, including duration, coordination work volume, and quality.

RESULTS AND DISCUSSION
The results show that, compared with the hierarchical structure organization, the headquarters in flat structure organization operate with decentralization and in-formalization policies is more effective (about twice faster) than the hierarchical structure organization in rescuing and searching phases. On the other hand, the advantage is no longer obvious when quality becomes important in recovery and reconstruction phases.
Therefore, this study concludes facing emergency situations emergency organization should be integrated cross departments in order to mobilize emergency actions rapidly. Flat structure with flexible operation policies is suitable. However, the structure should be adjusted and return to administrative organization with action goals shift.
Furthermore, via studying two more emergency cases (an engineering piping collapse case in Kaohsiung, 2005 and the typhoon Morakot case in 2010), I find that leadership of commander is also important to rapidly integrate different departments and operates effectively. Otherwise, two cultural factors, power-distance and uncertainty-avoidance, are partially proved that truly drive members’ behaviors and influence organization effectiveness. Thus, reducing culture influence to emergency organization also becomes a key issue for further study of emergency management in the further.

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