Exploring Middle Managers Role in Managerial Functions Model

• Main Authors: CHIU, YEN-CHIU, 邱燕秋
• Other Authors: CHOU, TUNG-HSIANG
• Format: Others
• Language: zh-TW
• Published: 2017
• Online Access: http://ndltd.ncl.edu.tw/handle/73891580185220800554

碩士 === 國立高雄第一科技大學 === 管理學院高階主管經營管理碩士在職專班 === 105 === The author realized role of middle-managers are important and special identities in company through the author's own experience in the bottleneck. Therefore, the author conceived idea and motivatoin of exploring middle-manager role-play in management function modle. Middle managers are the interface in company, reciving the information of strategys, tasks, and having to interpret and transfer information to empolyees, in or-der to implement plans. Therefore, the reaserch questons as following bellow: a. How middle managers as as a connecting link between the preceding and the following; b. how middle-mangers use of department and orgnization rescources; c. how middle managers lead employees, strengthen team awareness; d. how middle managers manage issues when the taks were unpunctual. This research concetpurlized transcripts to 260 concepts and then coding to 42 catego-ries by open coding.and then , convergence 42 categories to 22 core categories by axial coding. Last but not least, this research find 2 new patterns: a. the manager role-play have a sequence;b. the management function modle of middle-managers influenced by company culture, industrial characteristic,company policy and company strate-gy.finnaly ,this research modify initial research moddle. The results of research as following: althought middle-managers work in uncertainty en-vironment, middle-managers focus on task-oriented when play roles.middle-managers have three important management functions: communication skill, problem-soveling skill, and execution skill. The management functions of middle-managers except the compe-tency themselves, it also is influence by industry. In objects, the role of middle-managers in Implementing role. Therefore,middle-managers have to develop Championing, Synthe-sizing, and Facilitating, and then enhancing supervision and evaluation.