对中国公司的管理沟通进行深入探讨，既有长期意义，又有实际的迫切需要。 有效地进行管理沟通，有利于建立一个和谐的公司，更好地发挥公司的人才优势。 交流是我们学习、工作和生活中不可或缺的一部分，作为一名管理者，若能将管 理理论与技能应用于工作中，并有效地与他人进行交流，往往可以取得理想的效 果。90 后员工是公司的骨干，也是公司今后发展的支柱，只有集合他们的智慧 与勤奋，才能保证公司的可持续与可发展。但是，90 后员工与公司中的其他员 工相比，他们在进行管理沟通工作的内容与方式上存在着一定的不同，所以，有 必要将这一类的员工单独列出，并展开对他们内部管理沟通的分析研究。本文旨 在研究 A 公司 90 后员工的管理沟通情况，旨在通过实践探讨和研究，以此为基 础改善管理沟通效能，提高 A 公司的市场竞争力，减少 90 后员工离职率，并提 高他们的工作满意度和工作幸福感。具体研究内容如下：

第一章为绪论，主要介绍本研究的背景和意义，以及研究的内容和方法。首 先介绍了管理沟通的概念、类型和主要内容，并对马斯洛需求层次理论、沟通满 意度和工作满意度理论进行了概述，同时概括了国内外管理沟通相关研究和 90 后员工管理沟通相关研究的现状。

第二章为概念界定及理论基础，主要阐述了管理沟通的相关概念，理论基础 和国内外研究现状。其中，对马斯洛需求层次理论、沟通满意度和工作满意度理 论进行了详细介绍，并对国内外相关研究进行了评述。

第三章为 A 公司 90 后员工管理沟通现状分析，首先介绍 A 公司的概况，从 A 公司 90 后员工管理沟通现状入手，分析当前 90 后员工沟通的主要方式、管理 沟通的渠道、沟通的内容及反馈机制。同时，采用问卷调查及访谈的形式，对 A 公司 90 后员工管理沟通满意度进行调查分析，并对 90 后员工沟通管理现状进行 补充说明。

第四章为 A 公司 90 后员工管理沟通中存在的问题及原因分析，分别从三个 方面分析了 90 后员工管理沟通中存在的问题，并深入剖析了产生问题的原因。

第五章为 90 后员工管理沟通优化建议，主要从管理沟通意识、技能和氛围 三个方面提出了优化建议。

第六章为结论与展望，总结了本研究的主要结论和对未来研究的展望。

In-depth exploration of management communication in Chinese companies has both long-term significance and practical urgency. Effective management communication is conducive to establishing a harmonious company and better leveraging the company's talent advantages. Communication is an indispensable part of our learning, work, and life. As a manager, if we can apply relevant management theories and skills to our work and communicate with others, we can achieve ideal results. The post-90s generation are the backbone of the company and the pillar of its future development. Only their wisdom and diligence can ensure the sustainable and sustainable development of the company. Therefore, talents born in the 1990s are the cornerstone of the company's development. However, there are certain differences in the content and methods of management communication between employees born in the 1990s and other employees in the company. Therefore, it is necessary to list these types of employees separately and conduct analysis and research on their internal management communication.

This article aims to study the communication management of post 90s employees in Company A, aiming to improve communication management, enhance Company A's market competitiveness, reduce the turnover rate of post 90s employees, and increase their job satisfaction and happiness through practical exploration and research. This article focuses on the case study of A company, which analyzes the management and communication of the post-90s employees in the company. Combining Maslow's hierarchy of needs theory, communication satisfaction and job satisfaction theory, it uses the literature method to summarize the relevant theoretical knowledge of communication management of post-90s employees.

Secondly, using case analysis and field investigation methods, based on the introduction of the basic situation of Company A and the situation of post-90semployees, starting from the communication situation of post-90s employees in Company A, the main communication methods, management communication channels, communication content, and feedback mechanism between Company A and post-90s employees are analyzed. At the same time, questionnaire surveys and interviews are used to investigate and analyze the satisfaction of post-90s employees in Company A in management communication, Provide supplementary explanations on the current status of communication management for post-90s employees;

Subsequently, based on the previous text, a survey and analysis were conducted on the problems encountered by the post-90s in management communication at Company A, such as a lack of communication awareness, single communication channels, and an disharmonious management communication atmosphere. The reasons for these problems were summarized, such as a lack of correct understanding of the post-90s by managers, a lack of communication atmosphere with a zero number in the enterprise, and conflicts between the values of post-90s employees and the enterprise;

Once again, based on the previous investigation and analysis, as well as the exploration of the causes of the problems, and the actual situation of management communication among A company's post-90s employees, we will optimize the current management communication system for A company's post-90s employees from aspects such as management communication awareness, management communication skills, and management communication atmosphere;

Finally, summarize the entire content and propose future research prospects.