從美猴王到齊天大聖：災區學校中層管理人角色認同的形塑

From “Handsome Monkey King” to“Great Sage Equal of Heaven”: TheProcess of Identity Formation forMiddle-Level School Administrators inDisaster Areas

學校管理結構越來越倚重中層管理人，中層管理人的角色也越來越複雜、多樣與重要。然而，中層管理人的角色卻不是廣泛的被瞭解，其相關的文獻也常常被忽略。尤其，如2009 年學校遭受莫拉克風災這樣不確定情況下，探討災區學校中層管理人角色認同的形塑更顯得重要。本文採質性途徑，主要以一位災區學校主任的敘事探究來探討災區學校中層管理人角色認同的形塑。本研究從中層管理人經歷災區學校推動復學計畫的前、中、後三個階段，探討中層管理人角色認同的過程。研究結論如下：一、推動復學計畫前，戰戰兢兢的參與實踐以覺知自己肩負的標記；二、推動復學計畫中，鉅細靡遺的融入以完成群體認同的任務；三、推動復學計畫後，界定自己是中層管理人但想逃離現場。最後，本研究提出三點建議以供學校中層管理人角色認同形塑的參考。一、中層管理人實際參與學校變革，更能有效的形塑其角色認同；二、中層管理人在整合各項資源時，需要具備政府採購法等相關法律知識；三、中層管理人順從職場地景認可的角色或建立自己的一套認同，值得進一步探討。

The recent change in management structure in schools has been marked by a greaterreliance on the professional leadership of middle-level administrators. The role ofmiddle-level administrators has become increasingly more complex， varied and demanding.Their responsibility has also increased. As a consequence， the literature relating to theidentity of middle-level administrators is sparse. Due to this gap， we aim to illustrate theparticular relevance of their roles in school by discussing the case of Typhoon Molake’simpacts on Taiwan in 2009.Based on the above consideration， this essay uses a qualitative research approach， andpays special attention to thinking about the narrative inquiries of a school middle-leveladministratior regarding how he shapes his identity in managing school affairs after thedisaster. The sections for discussion are as follows， (1) before promoting the project ofreinstating learning， how he participates in the process and reifies himself with fear andtrepidation. (2) in the process of the project， how he familiarizes himself with the work andthe responsibility. (3) after the project， how he became aware of his role as a middle-leveladministrator and how he eventually wants to leave the field. Finally， according to thefindings， the author raises three suggestions for middle-level school administrators regardinghow to understand their role and to form their identity: 1. The administrator whileparticipating in the transformation of the school can be more effective in forming an identity;2. The administrator， when integrating all of resources， needs to have more legal knowledgeabout Government Procurement Act and other related laws; 3. It can be further exploredregarding whether the administrator should obey the recognized role in work place or shouldestablishe his or her own identity.