Abstract
The objective of this research is fourfold as follows: 1) to study and analyze the various dimensions of organizations established by special acts, which enables them to manage and respond to crises effectively, 2) to study the management effectiveness and crisis responsiveness of organizations established by special acts, 3) to identify the unique characteristics of organizations with special acts that are highly capable of managing and achieving their missions in the context of Thai society, and 4) to synthesize policy proposals for improving the management of organizations established by special acts to be more flexible and responsive to the needs of the country and its people. This research employs qualitative methods through document analysis, in-depth interviews, and focus group discussions with a purposive sample of nine organizations. The data analysis involves creating summaries of data to find patterns and relationships between variables to understand and synthesize the findings in a meaningful and appropriate manner. The results of the study indicate that: 1. Characteristics in various dimensions of organizations established by special acts that enable them to manage and respond to crises: From studying the organizations, the important characteristics are as follows: 1) The work management structure and format of organizations established by special acts are clear, and most organizations are adaptable and flexible in their operations. 2) The objectives of the establishment, roles, missions, and overlap are generally in accordance with the objectives of the establishment stated in the special acts. 3) The supervision, monitoring, and evaluation of organizations established by special acts have evaluation systems specified in the law. However, the state also creates regulations to monitor these organizations. 4) There is a continuous trend of organizations established by special acts in the future, as the state has new missions that arise from changes in the economy and society. 2. Effectiveness in crisis management and respond (i.e. COVID-19 pandemic) of organizations established by special acts: The lessons learned indicates that these organizations are equipped with: 1) Readiness to receive and respond to crisis situations, with a continuous management plan that can be promptly adjusted. 2) Adjustment of work processes, using more technology, as the pandemic situation has accelerated the transition to digitalization. 3) Adjustment of operations to be more efficient and effective, focusing on solving problems and providing effective solutions. 4) Capability of Coordination and collaboration with relevant organizations and stakeholders, utilizing and sharing resources and knowledge to overcome the crisis. 3. The distinctive features of an organization that has a special act in the context of Thai society, which are important factors that make it a high-performance organization in managing to achieve the organization's mission are as follows: 1) Organizational structure - the organization has the ability to quickly adapt to changes (Adaptability), is flexible (Agility), responds to stakeholders, and develops work processes and technology. 2) Organizational culture - the organization aims to make its personnel aware of the quality of service, emphasizes continuous learning, focuses on competencies and values that adhere to the country's benefits. 3) Importance of responding to stakeholders - this will help understand the real needs of the service recipients, and gain strength from the public and networked communities. 4) Member behavior in the organization - members must respond to external factors and recognize the importance of stakeholders. If this response aligns with the organizational culture, the behavior of each person in the organization will go in the same direction towards achieving the goals. 4. Policy proposals for improving the management of organizations with specific acts to be more flexible and responsive to the needs of the country and its people. From the study, the following suggestions are made: 1) Develop a database system to enable organizations to efficiently set directions and strategies. 2) Establish mechanisms or guidelines to ensure that chartered organizations have flexibility in achieving their objectives. 3) Promote communication and publicize the achievements of the organizations. 4) Ensure that organizations are ready for evaluations of their value. 5) Encourage each organization to understand its Core Mission, Core Asset, and Core Competence, and adhere to these principles. 6) Promote data sharing and collaboration. 7) Encourage employees to work together to create shared values, culture, and mindset that align with the organization's identity and goals. 8) Apply new concepts of public sector management to the organization. In addition to this, based on the results of the study, it is possible to synthesize the environmental success system of the organizations established by special acts, which consists of internal and external factors. For internal factors, both individual and organizational levels are involved. At the individual level, effective collaboration and ethical conduct are required. At the organizational level, the structure should be flexible, adaptable, and seek cooperation and opportunities for involvement from other stakeholders. As for the external factors, the organization should be free from politics and receive support from the government and network partners.
