A Study of Employee Types and Interactions during Organizational Transformation Period— Perspectives of Psychological Positioning Theory and Transactional Analysis

• Main Authors: Yueh-Ting Liu, 劉月婷
• Other Authors: Ghi-Feng Yen
• Format: Others
• Language: zh-TW
• Published: 2015
• Online Access: http://ndltd.ncl.edu.tw/handle/9m462h

碩士 === 中原大學 === 企業管理研究所 === 103 === In the context of Chinese culture, people and interpersonal relationships are very important for the organization. This study is in the background of the complications among organization and employees in Chunghwa Telecom Co, Ltd. since the organizational transformation of sales divisions in 2010. This article elaborates and analyzes the interactions of employees’ types and their behavior-oriented modes of communication through the perspectives of Psychological Positioning Theory and Transactional Analysis. This article collected informations by in-depth interviews with employees of sales organization of Chunghwa Telecom. The interviewees of this article are the employees of the sale organization in Taoyuan. This article interviews 12 employees, includes 4 employees of Chunghwa Telecom, 4 Outsourcing staffs, and 4 employees of Honghwa International Corporation (the subsidiary of Chunghwa Telecom). The research results show, in common situation, people at each Quadrant (based on Psychological Positioning Theory) generally act with: Ⅰ) normal, conformity, command and caring；Ⅱ) normal, command and criticize, ignore；Ⅲ) normal, command and criticize, no interaction, complain；and Ⅳ) normal, tolerant and caring, willfulness and dependent. When their colleagues’ performances surpass the usual standards of profession, they act with:Ⅰ) praise and encouragement, appreciate recognition in public, essence rewards; Ⅱ) disagree; Ⅲ) no response ; and Ⅳ) worship and imitation, publicize. And when their colleagues make mistakes, they act with Ⅰ) inclusiveness and encourage, helping internally, protecting externally; Ⅱ) complain derogatory; Ⅲ) innuendo, derogatory; and Ⅳ) inclusiveness and encourage, ridicule internally, cover up externally. In conclusion, we can foresee and verify the positionings in someone’s mind and behave appropriately so as to help ourselves to enhance the management of interpersonal relationships by observing their actions and interactions with us. This article presents the following perspectives of management 1) the suggestions of downward-management inside the organization; 2) the suggestions of upward-management inside the organization; 3) the suggestions of parallel-management inside the organization; and 4) the suggestions of personnel adjustments during the organizational transformation period. In the end, this article presents its limitations and gives suggestions for future studies, and provides inspiration for management of organization in the Chinese society through the framework and perspectives of this study.