| Summary: | 碩士 === 國立高雄師範大學 === 成人教育研究所在職專班 === 92 === ABSTRACT
Aimed at exploring the Management Difficulties and Development Policies of Private Senior High Schools in Taiwan Area, this research begins with a statistical “documents analysis” which identifies the nature of a private senior high school and its differences from a public senior high school. After this, on the basis of the management status of a private senior high school where the difficulties it confronts and the policies it uses to salve them, the research offers a dynamical questionnaire investigation, worked with the whole samples’ investigation, which insides 135 private senior high schools with their administration cores, e.g. members of school board, principals, directors of teaching affairs, directors of student affairs, directors of general affairs, and directors of counsel. 810 questionnaires in total were distributed, and 557 of them were answered, with 531 pieces valid, the validity ratio achieving at 65%. The valid questionnaires were worked out with SPSS statistics, including frequency distribution, average, percentage, chi-square distribution, F Test, and single-factor-varieties. The conclusions could be induced as follow.
1.In Taiwan, all of the private senior high schools are endowed with the nature of NPO.
2.The nature of private senior high school is highly different from public senior high school.
3.Most private senior high schools confront recruiting students with great competition pressures.
4.Most private senior high schools are able to, at least, keep their finances in balance.
5.The qualification ratio of teachers in private senior high schools is very high, compared with a low transference ratio.
6.The schools administrations of private senior high schools are seldom or never interfered by their school board.
7.Most private senior high schools incline to support national education policies.
8.The achievements of administration functions of private senior high schools are almost appreciated.
9.The bigger of its scale or located in urban area, the higher are the administration efficiencies of a private senior high school.
10.The managements of private senior high schools are rarely interfered by govern meat administration.
11.The connection management difficulties and administration functions among various private senior high schools are quite different from each other, with the exception of public relationship.
According to the findings and conclusions of the research, some suggestions for recruiting, finances, teaching manpower, public relations, policies and administration effects are proposed:
1.Concret policies for recruiting.
(1)Elevating the quality of administrative services to win the confidence from students and parents.
(2)Developing special (services) for school to discriminate the market from others.
(3)Achieving a persistent fame for school and shaping an excellent organization culture for it.
(4)Supporting teaching practices with administration means and offering individually appropriate learning for each student .
2.In finances, stressing on both getting more income and saving expense.
(1)Combining students’ parents or community members to strife for sharing public resources.
(2)Allying strategically with other private schools to promote the autonomy on the payment system of school fees.
(3)Assigning the power and responsibilities the basic level of financial management to make it elastically and autonomous.
(4)Building strict control program and supervising it accordingly.
3.Concret policies for teaching manpower
(1)Strengthening the concepts of team work to aggregate sense of cohesion in unit.
(2)Conducting training classes on acknowledgement of power and duty.
(3)Establishing reasonable system of advanced learning and training to elevate the teaching manpower’s abilities.
(4)Establishing fair evaluation system to boost the teaching manpower’s morale.
4.Concret policies for public relationship.
(1)Setting up various channels for teachers to communicate ideas and offer suggestions.
(2)Establishing a work related network to make information’s spread expressively.
(3)Opening up spaces for students’ parents to participate school affairs and become assistances for school.
(4)Reserving buffer tone for the representatives of public opinion to make it become support for school.
5.Concret suggestions for policies
(1)Combining private schools to revise law to secure the rights and interests of private schools.
(2)Allying private schools strategically to affect the government policies.
(3)Promoting public schools to become financial legal person.
6.Concret suggestions for strengthening administrative effects.
(1)About projects: Setting practicable prospective projects and controlling the programs by means of feedback readjustment.
(2)About organization: Establishing the organization precisely and building up flexible teams to respond the maidens and strengthening the channels for school subgroups in participating school affairs.
(3)About human resources: Setting practicable regulations for teacher selecting, advanced learning, promoting, welfare and training.
(4)About evaluation: Evaluating personality and teaching neutrally and objectively, and setting up system to track the cycle of evaluations and feedbacks.
(5)About development: Constructing good interaction relationship with community and strengthening administration and teaching characters to achieve the development goals of school in various terms.
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