How do Managers in Visually Impaired Service Organizations to Lead Visually Impaired Employees?

• Main Authors: LIANG, MEI-I, 梁美儀
• Other Authors: SU, JIING-HUEI
• Format: Others
• Language: zh-TW
• Published: 2017
• Online Access: http://ndltd.ncl.edu.tw/handle/07598676834728526117

碩士 === 輔仁大學 === 非營利組織管理碩士學位學程在職專班 === 105 === Nowadays science and technology develop rapidly, the popularity of education, auxiliary support increased, visually impaired (that is, those who are blind or have low vision) university graduates are more common. After having capable of knowledge and ability, the employment road bumps. Some visually impaired persons can’t find a job and some visually impaired employees had left their jobs because of improper work assignments or other reasons. Some employees unexpectedly blind during employment, after temporarily leave the job for rehabilitation services, but it is difficult to come back to their previous job after rehabilitation. Although there are some factors of arising from the visually impaired himself, but a large part of the reason is that the ignorance of employers as to the potential capabilities of visually impaired workers and can't accept the visually impaired for their own staff. Most literatures of the visually impaired emphasized on special education, the use of auxiliary equipment, rehabilitation, and discrimination in employment and so on. The research literature on the management of visually impaired employees is rare. The purpose of this study is to make senior leaders and senior visually impaired employees as a model, so that the people who manage visually impaired employees can have reference to follow and to manage the visually impaired employees much better. The field of visual impairment has its particularity, it is difficult to understand their situation if you are not in which. At the same time, the top management team of the visually impaired service organization is the decision-maker and they also directly manage the visually impaired employees. This study used the method of semi-structured depth interview, to interview five experienced managers who manage visually impaired employees and five visually impaired employees who work within the visually impaired service organizations. Comprehensive analysis of the results from the interview, the conclusions are: what kind of work that visually impaired employees can't be able to handle well, the problems to manage visually impaired employees and the solutions, communicating skills with visually impaired employees, leadership style of the leader himself and the strategy of how to lead visually impaired staffs, characteristics of visually impaired employees. On the other hand, from the perspective of the visually impaired employees to talk about the management of the leadership in their own organizations, and the relation in between management of the leadership and their stable employment. Finally, the advices to the leaders are: 1. Empathy is not compassion, management more flexibility and concern, 2. Do not distinguish between normal and blind, appropriately adjust their work. 3. Deliver clearly and repeatedly. 4. To assist but not to substitute. 5. Provide a friendly and safe working environment. 6. Attention to the experience transfer between visually impaired employees. Suggestions for the visually impaired employees are: 1. Cultivate their own ability, and actively perform job well. 2. Increase the ability of concentration and enhance the ability of listening and understanding. 3. Proficient in visually impaired computers and smartphones. 4. Break through the fixed thinking, have the courage to innovate. Hope these valuable experiences can make employers to more understand visually impaired employees, more appropriate leadership for visually impaired employees, also hope to be able to start and drive this research direction. When everything is obvious and clear, the barriers will be fewer. This is the ultimate goal of this study.