邱怡玟Yi-Wen Chiu謝玓珮Ti-Pei Hsieh護理系長期照護碩職專班2026-10-282022-09-052022https://handle.ncl.edu.tw/11296/94gjpjhttps://scholars.csmu.edu.tw/handle/123456789/34580「長期照顧十年計畫2.0」設立「個案管理員」新角色，期待能與照顧管理專員合作，提供一站式、深入案家的整合性全人服務，於是個案管理員與照顧管理專員兩者間工作關係，對政策成敗利鈍是為關鍵。本研究希望由個案管理員立場出發，初探其工作樣貌，及與照顧管理專員之的溝通樣態，並針對溝通的實然面提出促進雙方合作的建議。本研究採質性研究中之探索性研究，透過兩場焦點團體共11位成員對議題進行探索討論，歸納整理「成為個案管理員初衷」、「個案管理員工作樣貌」、「與照顧專員間工作關係」、「與照顧專員間溝通現況」、「提升與照顧專員溝通效能建議」五個軸線。 研究結果顯示，現今個管員肩負政策與大眾期待，24小時待命應對各種難題，同時面對有「死線」壓力的行政作業，得到家屬的認同是最大工作動力。個管員覺得與照專磨合後的確成為「夥伴關係」，但在溝通上傾向「投其所好」、「不質疑」的上下位階角色設定，同時以「同理」及「轉念思考」，用以維繫工作關係和諧。個管員同時建議「聯訪、限縮區域、主動互惠」來促進與照專的溝通效能，正向循環，以期作為未來長期照顧夥伴合作之參考。The " Long-Term Care 2.0 Program " has established a new role of "Case Manager", looking forward to cooperating with the care management specialist to provide one-stop, in-depth integrated whole-person service for the client, so the case manager and the care management specialist The working relationship between the two parties is the key to the success or failure of the policy. This study hopes to start from the standpoint of case managers, explore their work appearance and communication style with care management specialists, and put forward suggestions for promoting cooperation between the two parties according to the reality of communication. In this study, exploratory research in qualitative research was conducted through two focus groups with a total of 11 members to explore and discuss the issues, and summarize and organize "the original intention of becoming a case manager", "the working appearance of a case manager", "with a care professional" "Working relationship with caregivers", "current status of communication with caregivers", and "Suggestions for improving communication efficiency with caregivers". The results of the study show that today's supervisors shoulder the policy and public expectations, and are on call 24 hours a day to deal with various problems. At the same time, in the face of administrative tasks with "dead line" pressure, getting the approval of their families is the biggest motivation for work. The manager feels that after running in with the school, it has indeed become a "partnership", but in terms of communication, he tends to "do what he likes" and "do not question" the upper and lower role settings, and at the same time use "empathy" and "rethinking", To maintain a harmonious working relationship. The caregiver also suggested "joint visits, restricted areas, and active reciprocity" to promote the effectiveness of communication with the nursing school, and to create a positive cycle, with a view to serving as a reference for future long-term care partner cooperation.個案管理員照顧管理專員長照2.0Care ManagersCase ManagementLong-Term Care 2.0 Programthesis