企業主管溝通困境與調適模式之研究

A Study of Communication Dilemmas and Adjustment Model for Managers

廖文蘭(Liao,Wen-Lan)

指導教授 ： 張嘉育 ； 黃家齊

國立臺北科技大學/人文與科學學院/技術及職業教育研究所/博士(2008年)

https://doi.org/10.6841/NTUT.2008.00196

摘要

本研究之目的在探討企業主管之溝通困境與溝通調適歷程之模式，瞭解企業主管的溝通情境因角色、職場及外在環境之改變時，所遭遇的「組織」與「人際」溝通困境及其溝通調適歷程與調適結果。研究方法採用紮根理論研究法，研究對象為26位目前在企業中擔任主管者，以深入訪談方式蒐集資料，建構企業主管情境轉變之溝通行為調適模式。研究結論如下：首先，企業主管在因角色、職場及外在環境之改變而遭遇溝通情境轉變時，仍會採用先前的溝通行為模式，惟因溝通情境改變，而產生溝通困境，這些困境包含組織的溝通困境與個人的溝通困境，企業主管在遭遇溝通困境時會產生負面的感受與情緒。企業主管在新的溝通情境中，無法再沿用先前的溝通處理方式而達到溝通目的或完成工作任務，因此會開始思索如何面對新的溝通情境以消除負面的情緒與感受、達到溝通目的並完成工作任務，於是開始進行溝通行為的調適歷程。
在進行溝通調適時企業主管大多採取正面的態度，他們會自我激勵、正向思考、並尋求適當的支持、以及調整心態。只有在遇到極難調整的狀況之下才會消極離開。在進行溝通調適時企業主管所採取的策略可以概分為「溝通知識的取得」、「溝通技術的熟練」及「溝通能力的增進」。
比較企業主管在溝通調適前後的差異，可以發現企業主管在溝通情境轉換初期的溝通處理方式大多採取單一方式，而不會針對不同情境採用不同方式，進行溝通調適之後，企業主管的溝通處理方式趨於多元與彈性，身段也更柔軟，同時也了解人際溝通的重要。
企業主管在溝通模式的調適上會採用適合自己的方法，但來自外在的溝通調適困難或阻礙卻也不少；此外，若有關溝通的專業訓練與企業主管本性不符時，會衝擊企業主管本身的價值觀與違背原則，企業主管也會懷疑改變的必要性而減低溝通行為轉變的成效。
企業主管在進行溝通調適時會期望部屬協助、主管的教導與正面支持回饋以及充分授權，更希望公司能安排溝通訓練課程、支援預算以及訂出標準規範，而其他部門的協助及人事單位提供適當的資料也是相當有幫助的。
企業主管的溝通行為調適是有階段性的，回顧企業主管的職場溝通歷程，溝通行為調適時間通常約需三個月至半年左右。
企業主管在溝通調適過程中，往往是經過了不斷的調整與反思，在進行溝通調適之後，依據調適結果，再回頭進行修正。因此溝通調適歷程是一個持續的回授與改善的循環歷程。
企業主管經過溝通調適之後，在組織上產生不同的效益，對企業主管個人的調適結果則依認知、累積經驗等面向說明。
在「企業主管溝通困境與調適模式」中，初次晉升為企業主管或已擔任企業主管而遇到職場或外在環境變動而面臨溝通困境時，會有負面的情緒感受，隨後為了能在新的情境中工作順利，就會思索溝通調適的方法，加強溝通的知識、技巧與能力，並尋求相關的資源，以調整企業主管本身的溝通模式。溝通模式的調適並非一次就會成功，它是一個不斷循環的修正過程，即使是相同的事件，用相同的方式對同一個人溝通，也會因不同的時間而得到不同的效果，所以企業主管必須持續的進行溝通模式的調整，累積不同的溝通經驗，才能在不同的溝通情境中採用適合的溝通方式，建立起屬於企業主管本身獨特的溝通調適模式。

關鍵字

溝通行為 ； 調適 ； 紮根理論

並列摘要

The purpose of this article attempted to explore managers’ dilemmas about communication and describe the adjustment model of communication. It tries to understand the managers’ dilemmas of organizational and interpersonal communica- tion and find the adjustment process of communication and adjustment results for managers when facing the communication situation which are caused by transitions of role, workplace, or external environment.
A grounded theory study method and design was adopted and the subjects were 26 managers working in the enterprise. The study used in-depth interview to collect data, and constructed the adjustment model of communication under changing situations.
Conclusions are summarized as follows: First, when managers faced changing communication situation caused by transitions of role, workplace or external environ- ment, they would use the former communication behavior. Because communication situation changed, it caused dilemmas about organizational and personal communica- tion and brought negative feelings to managers.
Using the past method of communication and process in the new communication situation is not useful, so managers think about how to face the new communication situation. In order to reduce the negative feelings and achieve the purpose of commu- nication and working, managers start the adjustment process of their communication behavior.
Then managers will take positive attitude with self-encouragement and positive thinking, and they will also seek supports and adjust their thinking and attitude. They will quit only facing to the most difficult situation. The strategies managers use to adjust their communication behavior are acquisition of communication knowledge, improvement of communication skill and increase of communication ability.
By comparing the differences before and after communication adjustment, we find that managers used only one way for communication in early stage of communi- cation adjustment and couldn’t use different methods in different situations. However, when communication method was adjusted, managers’ communication methods tend to be multiple, flexible, and soft, and they understand the importance of interpersonal-relationship.
Managers will use their own way fitting themselves to adjust their communica- tion model, but there are still many difficulties and hindrances. Besides, when communication training course and managers’ personality are mismatched, managers will wonder the necessity to change. This will reduce the effect of communication adjustment.
When managers adjust their communication model, they will need helps from their fellows, guidance and positive feedbacks from his boss, and full authorization. Arranging communication training course, supporting budget, setting standard rules, assistance from other departments and information supplied from HRD are really useful. Generally, managers’ adjustment process of their communication behavior takes about three to six months.
Managers’ adjustment process of communication is repeated between adjustment and self-examination. They adjust their behavior and modify the adjustment method according to the result of adjustment. Thus the process of communication adjustment is a continuous cyclic process of feedback and modification. When communication was adjusted by managers, different benefits were occurred in the organization. The results of adjustment for managers are explained in the dimensions of cognition and experiment accumulated.
In managers’ dilemmas about communication and adjustment model, there are communication dilemmas for first-time managers or senior managers who faced workplace or external environment changes and brought negative feelings. Then managers will think about the method of communication adjustment in order to increase their knowledge¸ skills and ability of communication. They will use all the related resources in order to adjust their communication behavior. Communication adjustment model is a continuous cyclic modification process and won’t succeed in one step. Even when communicating in the same way with the same person in the same event, the results will be different in various time, so managers will adjust their communication behavior according to the result of communication and accumulate their experience continuously. Then managers could use the right way to communicate in any situation and build their unique communication adjustment model.

並列關鍵字

Communication behavior ； adjustment ； grounded theory

參考文獻

余明助（2006）。組織變革不確定感與部屬工作態度關係之研究─以組織溝通和部屬信任為中介變數。人力資源管理學報，6（2），89-110。

徐亞瑛（1996）。紮根理論之介紹—以「台灣地區殘病老人家庭照顧品質」研究為例。研究，4（3），263-278。

張添洲(民87)。生涯發展與規劃。台北：五南。

許士軍(1994)。管理學。台北:東華。

王舒芸、余漢儀（民84）。奶爸難為--雙薪家庭之父職角色初探。婦女與兩性學刊，8，115-141。