學校教師會運作之微觀政治分析：一所小學之個案研究

Micropolitical Analysis of the Organizational Operation of the Teachers' Association: A Case Study of an Elementary School

微觀政治學的研究取向假定學校組織不是一個社會價值的真空處，利害關係人之間不論在意識型態、組織目標的看法、利益需求的著眼，或多或少都有差異存在。本研究的目的，透過微觀政治學的視角，探討教師會核心幹部和行政主任間對協商權的觀點為何。此外，也將研究觸角延伸至教師會會員與非會員間的權力關係，以及校長如何處理團際間可能的衝突行為。本研究透過個案研究，探究個案學校內教師會和相關利害關係人之間的權力關係。研究結果顯示教師會的運作改變學校權力生態，解構長久以來科層控制的權力結構；其次，行政主管與教師會核心幹部對教師會組織定位的認知明顯的差異，也使得雙方陣營在協商時，行政主管對協商採取較為保留的態度，使得教師會核心幹部頗為不滿；第三，非會員對教師會和行政主管協商決議，普遍心存「搭便車」心態，也使得教師會核心幹部對非會員心存芥蒂。第四，校長經常透過公開場合與私下方式，儘可能化解相關次團體間的緊張關係與衝突行為。最後，本研究並對相關利害關係人提出建議，將衝突視為組織運作中自然本質，從中學習合作改革。

Schools are not places without values laden where differences in ideologies， organizational goals， and diverse interests do， more or less， exist among stakeholders. The aim of the study is to explore how core members of the teachers’ association at the researched site interact with administrative directors and non-members through the lens of micropolitical approach.Based on an elementary school as my fieldwork site， the study employed the case-study approach， mainly conducting in-depth interview to explore interpersonal/intergroup relations under the lens of micropolitics. The research findings demonstrate that intergroup tensions often occurred between core members of the teachers’ association and senior staff， and between members and non-members.Members of the teachers’ association strove for gaining their recognition from members of senior staff because they regarded the teachers’ association as non-educational organizations whereas some senior managers felt that their authority was challenged by core members of the teachers’ association. In addition， the interviewing data disclosed some core members’ negative attitudes towards non-members’ perspectives on the teachers’ association due to their selfish thoughts while non-members accused of members owing to their interests being sacrificed. It also revealed that the principal tried to work as a mediator resolving conflict involved in parties concerned and act as an ethical leader encouraging conflicting parties to collaborate together. Finally， the research suggests that shareholders within the school should regard conflict as the nature of organizational functions whereby they could collaborate together for school innovation and improvement.