摘要
摘要
随着时代的发展，沟通在组织管理中的作用举足轻重。因为有效的沟通，可
以帮助企业传达相对精确的指令，保障运行效率，降低人员流失率，而一旦沟通
出现不畅，工作衔接则会被中断，员工对工作产生抵触心理，从而阻碍企业发展
的脚步。现如今，大量的“90后”员工涌入职场，逐渐成为企业人力资源队伍
里最庞大的一个群体,这一代人普遍生活环境良好，受过高等教育，接受新事物
新思想速度快，这就造就了他们无论是对工作的态度还是思考问题的角度都与
“70后”、“80后”有着非常大的差异，再加上“90后”们自身独特的性格特
征以及对工作的不同定位，企业如果还用老一套的管理模式来管理“90后”群
体显然不符合当前时代的发展，因此，企业今后想要高效率运转，就必须搭建更
为符合“90后”员工特性的管理沟通模式。
本文以PA银行167位“90后”员工为研究对象，通过对该银行“90后”员
工管理沟通现状的分析、相关理论进行文献综述的基础上，用问卷调查法、访谈
法等研究方法，分析出目前PA银行领导层与“90后”员工管理沟通方面存在的
障碍并从领导者、员工、组织的角度，对“90后”员工沟通存在的障碍进行了
成因分析，分析发现沟通障碍主要表现在：（1）领导层与“90后”员工双方缺
乏主动沟通意识；（2）领导层与“90后”员工沟通技能水平有限；（3）沟通
渠道单一，缺乏向上沟通过程。最后根据存在的障碍，借助沟通理论，从个人、
组织两个层面，提出了三点优化建议，一是，转变认知提升主动沟通意识；二是，
强化沟通培训，提升双方沟通技能；三是，优化沟通渠道，健全管理沟通体系。
为了所提策略可以有效实施，还提出了两点保障措施：（1）建立管理沟通改进
领导小组；（2）加强PA银行企业文化建设。
本文对PA银行“90后”员工管理沟通行为进行了深入研究，以其日常工作
中存在的各类沟通现象为切入点，采用问卷调查法、访谈法、文献分析法，找出
目前PA银行与“90后”员工存在的沟通障碍，并对其产生的沟通障碍进行原因
分析，最终提出了相关策略，最后为了更好的保证相关策略可以最大程度的体现
其效果，又针对策略制定了一系列的保障措施。今后，本人会继续加强对管理沟
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摘要
通相关知识的学习，将理论与实际相结合，不断加强和完善本企业的管理沟通模
式。
关键词：管理沟通；“90后”；沟通障碍；沟通策略；
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Abstract
Abstract
With the development of the times, communication plays an important role in
organization management. Because effective communication can help enterprises
convey relatively accurate instructions, ensure the operation efficiency and reduce the
rate of personnel turnover. Once communication is not smooth, the work connection
will be interrupted, and employees will have a conflict with the work, thus hindering
the development of the enterprise. Nowadays, a large number of post-90s employees
have been entering the workplace, and gradually become the largest group in the
human resources team of enterprises. This generation of people generally live in a
good environment, have received higher education and received new things and new
ideas at a fast pace, which makes them have great differences in their attitude to work
or the angle of thinking about problems from the Post-70s and post-80s, In addition to
the unique personality characteristics of the post-90s and the different positioning of
their work, if the enterprise still uses the old management mode to manage the
"post-90s" group obviously does not conform to the development of the current era,
therefore, in order to operate efficiently in the future, the enterprise must build a
management communication mode which is more in line with the characteristics of
the post-90s employees.
This paper takes 167 "post-90s" employees of PA bank as the research object.
Based on the analysis of the status quo of management communication among
"post-90s" employees of PA bank and the literature review of relevant theories, this
paper analyzes the obstacles existing in management communication between the
leadership and "post-90s" employees of PA bank by using the research methods such
as interview.This paper analyzes the causes of the communication barriers of post-90s
employees, and finds that the communication barriers are mainly as follows: (1) The
leadership and post-90s employees lack the awareness of active communication；(2)
The level of communication skills between the leadership and "post-90s" employees
is limited； (3) The communication channel is single and lack of upward
communication process. Finally, according to the existing obstacles, with the help of
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