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研究生:沈宗羲
研究生(外文):ZONG-XI SHEN
論文名稱:基層管教作為之研究—以桃園某部隊為例
論文名稱(外文):Research on Grassroots Discipline- A Case Study of Taoyuan Army
指導教授:李雨師李雨師引用關係
指導教授(外文):LEE,YU-SHIH
學位類別:碩士
校院名稱:中原大學
系所名稱:企業管理研究所
學門:商業及管理學門
學類:企業管理學類
論文種類:學術論文
論文出版年:2020
畢業學年度:108
語文別:中文
論文頁數:103
中文關鍵詞:管教、知官識兵、服務導向、管教互助、獎懲權責
外文關鍵詞:management and educationknow the officer and know the soldiers wellwork service attitude guidancemutual assistance in management and educationpower and responsibility of reward and punishment.
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國軍為悍衛國家有別民間企業,因軍隊講求紀律,當役男轉變成軍人,難免造成適應不良。本研究以桃園某部隊為例,探討士兵對管教內容的接受程度,幹部與士兵階之間對於「管教」的想法上落差探討;採用「深度訪談」結構式訪談做為研究方法,同時訪談幹部與士兵,以「管教方式」、「經驗傳授」、「知官識兵」、「服務導向」、「管教互助」及「獎懲權責」等6個面向為主軸。研究結果如下:
一、管教方式
單位幹部們實際管教方式未統一作法,也讓士兵們已對單位已無認同感。
二、經驗傳授
無論管教或領導統御,都需要時間及經驗累積,循序漸進方式教導傳承。
三、知官識兵
幹部跟士兵們都不排斥這類做法,希望再爭取時間,達到實質助益
四、服務導向
幹部及士兵之間未建立良好互動關係。
五、管教互助
幹部還是會存在「自掃門前雪」心態,難以達到「管教互助」之效。
六、獎懲權責
單位內沒有獎懲不公,仍要向大家說明清楚獎懲,避免衍生後遺。

依據本研究結果,提出建議敘述如後:
一、管教方式
建議在各項工作及事務,由專人專責於不同領域管教,最終均可達標之目的。
二、知官識兵
共同問題在於該執行成效跟時間投入多寡成正比;幹部務必善用瑣碎時間,再深入剖析士兵們各狀況。
三、服務導向
建議強化官兵溝通能力及多元管道暢通,讓幹部跟士兵之間減少隔閡。
四、獎懲賞罰
建議要有賞罰制度有效建立並落實執行,更能確保沒有相關後遺。
五、經驗傳授
單位應統一領導方式及作法,並針對缺失給予指導、修正,賦予幹部榮譽感,進而讓單位向心力提升。
六、管教互助
建議教育幹部管教部屬時,應不分排組並放棄本位觀念、即時接管處理,避免後遺。
The mission of our army is to defend the country, which is different from the civilian enterprises; Because the army is discipline-saving, when men in service into soldiers, inevitably resulting in poor adaptation. Taking a military in Taoyuan as an example, this study explores the acceptance of management and education content by soldiers, and the gap between cadres and soldiers on the concept of "management and education"; This study adopts the "in-depth interview" structured interview method, with "management and education methods", " Impart experience ", "knowing officers and soldiers well", " Work service attitude guidance ", " mutual assistance in management and education " and "power and responsibility of reward and punishment" as the main axis.
In the part of selecting interviewees, we can discuss and study together. At the grass-roots level, management and education will have a wide range of needs and views in terms of practical tasks. The results are summarized as follows:
1.Management and education.
In fact, there is no uniform approach to management and education between unit cadres, and soldiers have no sense of identity with the unit.
2.Impart experience
Whether it is management and education or leadership, it needs time and experience accumulation, teaching and inheritance step by step.
3.Know the officer and know the soldiers well.
Between cadres and soldiers, they will not reject such a practice, hoping that more time can be expected to achieve real help.
4.Work service attitude guidance
There is no good interaction between cadres and soldiers.
5.Mutual assistance in management and education
Cadres will still have a "selfish" mentality, which is difficult to achieve the effect of "helping each other in management and education".
6.Power and responsibility of reward and punishment
There is no unfair situation in terms of reward and punishment in the unit, but we still need to explain clearly the reasons for the reward and punishment, so as to avoid the subsequent sequelae.
According to the results of this study, some suggestions are put forward:
1.Management and education
It is suggested that in various work and official duties, responsible persons should be assigned to be responsible for the management and education in different fields, so as to achieve the goal in the end.
2.Know the officer and know the soldiers well.
The same problem is that the effectiveness of implementation is ind ratio to how much time is invested; cadres must make good use of the trivial time and delve into the situation of the soldiers.
3.Work service attitude guidance
It is suggested to strengthen the communication between cadres and soldiers and the smooth flow of multi-option channels so as to reduce the gap between cadres and soldiers.
4.Power and responsibility of reward and punishment
Rewards and punishments. It is recommended that a reward and punishment system be effectively established and implemented to ensure that there are no related follow-up sequelae.
5.Impart experience
The unit should unify the leadership style and practice, and give guidance and correction for the lack, and give the cadres a sense of honor, so as to enhance the unit''s centripetal force.
6.Mutual assistance in management and education
recommendations. When managing and educating cadres and subordinates, one should not distinguish between organizational systems and groups, and should abandon selfish concepts and take over and deal with them immediately to avoid sequelae.
目錄
摘要 .....................................................................................................................................I
Abstract ................................................................................................................................... II
感謝誌 ..................................................................................................................................IV
目錄 ...................................................................................................................................V
圖目錄 ..................................................................................................................................VI
表目錄 ................................................................................................................................ VII
第一章 緒論............................................................................................................................1
第一節 研究背景與動機..................................................................................................1
第二節 研究目的..............................................................................................................2
第三節 研究流程..............................................................................................................2
第二章 文獻探討....................................................................................................................4
第一節 管教方式及部屬間情緒之影響..........................................................................4
第二節 信賴度對工作投入之分析..................................................................................4
第三節 溝通技巧與職場效能之關係..............................................................................5
第三章 研究方法....................................................................................................................7
第一節 個案分析架構與概念意涵..................................................................................7
第二節 深度訪談..............................................................................................................7
第三節 受訪人員基本背景..............................................................................................8
第四節 訪談大綱..............................................................................................................9
第四章 資料分析.................................................................................................................. 11
第一節 幹部訪談結果.................................................................................................... 11
第二節 士兵訪談結果....................................................................................................24
第三節 幹部與士兵之訪談內容比較分析....................................................................37
第五章 結論與建議..............................................................................................................41
第一節 研究結論............................................................................................................41
第二節 建議....................................................................................................................42
第三節 後續研究之建議................................................................................................43
參考文獻..................................................................................................................................95


圖目錄
圖 1:研究流程圖.................................................................................................................3


表目錄
表 1:受訪人員基本資料.....................................................................................................8
表 2:綜合比較分析表.......................................................................................................37
表 3:幹部訪談逐字稿.......................................................................................................44
表 4:士兵訪談逐字稿.......................................................................................................72
中文文獻
一、專書
國防部頒,2019 年,《中華民國108 年國防報告書》,臺北:國防部。
國防部頒,1997 年,《國軍基層管教作法》,臺北:國防部。
國防部頒,2000 年,《國軍軍語詞典》,臺北:國防部。
國防部頒,2007 年,《國軍內部管理工作教範》,臺北:國防部。
陸軍後勤訓練中心(109)班(排)級「領導統御」課程
二、期刊
洪錦成、施奕暉,2013年,我國兵役制度的演進、變革與展望,《檔案季刊》,12卷2期(民102年6月),P30-45。
三、學術論文
吳淑娟,2014年,情緒智商對士官領導效能之相關研究,義守大學財務金融學系碩士班論文。
石幸叡,2019年,國軍志願役士官兵服役意願與離職傾向之研究,朝陽科技大學企業管理系研究所論文。
賴秋樺,2009年,軍隊領導管理模式與海軍義務役士兵適應問題之關係,國立臺北大學犯罪學研究所碩士班論文。
葉健志,2014年,部隊士官兵組織認同之探討─以陸軍部隊為例,國防大學政治作戰學院政治學系政治研究碩士班論文。
黃相銓,2019年,職業軍人工作投入之影響因素探討,國立勤益科技大學流通管理系研究所論文。
陳憶青,2016年,工作生活品質與組織信任影響陸軍後勤部隊軍官留任意願之探討,世新大學資訊管理學研究所(含碩專班)論文。
蔡家和,2018年,募兵制下部隊內部管理的互動行為之研究,國防大學政治作戰學院政治學系政治研究碩士班論文。
余佩娟,2012年,主管支持行為影響部屬情緒、反應及看法之研究,國立中山大學人力資源管理所論文。
鄭和輝,2018年,探討新世代員工對組織與工作的需求及看法-以A製造廠為例,中原大學企業管理學系論文。
陳坤輝,2020年,少子化對國軍推對募兵制之影響,國防大學政治作戰學院政治學系政治研究碩士班論文。
四、網路資料
中華民國陸軍司令部資訊網https://army.mnd.gov.tw/
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