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  • 學位論文

警察分局長的社會網絡建構: 默會知識的觀點

指導教授 : 蔡允棟 湯京平
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摘要


本研究的問題意識在於:組織內的成員都有機會在從學校畢業之後,透過工作環境中的觀察、模仿,乃至於師徒制等組織學習的機會,以取得所需的職能。由於每一個人特質表現及能力不同,其社會網絡建立與維持方法本身即表現出極大的差異性。這些影響警政領導者不同表現的社會網絡默會知識為何?哪些因素或關鍵知識讓剛上任的新手能夠迅速掌握全局、減少試誤的成本?為本研究之焦點與旨趣。本研究即針對科層體制之警察分局長在實做中揣摩、累積經驗之個案,討論自我探索、默會致知的歷程。透過觀察訪談與理解,期能從默會知識的觀點探討警政領導者之社會網絡建構;並藉由案例探討強化網絡關係與默會知識技巧。從本研究個案顯示,三位分局長基本上所掌握的認真用心、真誠有禮、自然隨和等網絡互動的主要內涵及行動步調相當一致。研究發現,警政領導者之社會網絡建構係以本職工作為核心再往外拓展,對工作的投入均表現出積極投入與不逾法律的明確立場,透過職位與其職權專業能力連結其社會網絡,累積社會資本。分局長調任初期,即制度性安排在短期間內,由分局公關業務單位或熟知地方同仁陪同進行轄區拜訪,以一種團隊形式的集合資源與力量,輔助分局長融入與學習在地知識,迅速累積足夠社會網絡及存量資本。本研究探討警政領導者社會網絡建構之默會知識,針對特定領域環境―警政系統領導階層建構社會網絡之脈絡進行探討,期能對理論或實務提供一些有價值的參考。

並列摘要


The consciousness of this research is the organization members learned essential skills and expertise through observation, imitation, and apprenticeship in the society after graduated. According to members’ personality, specialty and ability, there are considerable diversities in establishment and maintenance of social network is appeared. Hence, this research is emphasis following questions. What is the tacit knowledge of director of police agency to build social networks? What is the key factor or knowledge for leader of rotation to control the overall situation and decrease mistake immediately? In order to reach these goals, we interview three precinct directors of police agency of bureaucracy to conclude their experiences, self-exploration and progress of tacit knowing to establish their social networks and skills of tacit knowledge. In these three case reports, all precinct directors have high similarity characteristics such as earnest, sincerity and amiability to initiate their social networks. All reviewers can not only pay attention on their core of duty but also extend sociology such as social networks and capitals under law regulation enthusiastically. All precinct directors will quick review his district area through team works which included official regulation of public relation and supports of local colleagues when they rotated in new administration. Therefore, they can built and accumulate their social networks and capitals in a short period. In conclusions, this research combined theoretical knowledge and practical experiences by tacit knowledge of establishment social network in members of principal and manager level of national police agency. In future, this conclusion may support leader of rotation to build and accumulate their social networks and capitals in a short time.

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