A Study of Administration’s Organizational Restructuring ForTaitung County’s Small Size Remote Junior High School

• Main Authors: Chin-Hsiang Lin, 林金祥
• Other Authors: Kuang-Chou Tsui
• Format: Others
• Language: zh-TW
• Published: 2005
• Online Access: http://ndltd.ncl.edu.tw/handle/07212739234995688126

碩士 === 國立東華大學 === 教育研究所 === 93 === A Study of Administration’s Organizational Restructuring For Taitung County’s Small Size Remote Junior High School ABSTRACT Following the nation’s political democratization, societal diversification and rapid economic liberalization, the education has indeed faced tremendous challenge and attacks; the government has actively pushed the ﹝organizational restructuring﹞policy. The role of education has continued to expand; the schools confront strong requests from various dimensions. ﹝Organizational Restructuring for School﹞has become an important discussion topic in educational reform. The study ,with a focus on the administrative organization of the small sized remote junior high schools in this county, has deliberately referred to the fundamental idea of ﹝Business Organizational Reengineering﹞and﹝Governmental Reengineering﹞for a way that the schools are able to continue sustainable operation through school administration’s organizational restructuring, thus, manifesting the educational results. The conclusions for this study are as follow: （1） Through ﹝School Administration’s Organizational Restructuring﹞,the reference of school’s organization structure is drafted to divide ﹝teaching﹞and﹝administration﹞. （2） Since small sized schools are constrained to the limited man power, the division of ﹝teaching﹞and﹝administration﹞is very difficult to be realized. （3） The teachers’ training institutions must exert stringent quality control in order to improve the teachers’ professional teaching capabilities. The on-the-job teachers shall be compelled to attend on-the-job study. （4） In order to solve the shortage of teachers, part-time substitute teachers can be appointed, the teachers from the neighboring schools can help in teaching, the teachers are appointed jointly with other schools for peripatetic teaching or additional teachers are hired. （5） The school administration organizational restructuring, in addition to the dissolution, merge or duties restructuring among the departments, divisions and groups, the requests of control quotas shall not be ignored. The following suggestions are provided based on the result of study: （1） Suggestions for the central government’s competent authority（The Ministry of Education）: （a） The related lows for education shall be revised promptly; the low shall be truly deregulated. When it is justifiable, the local educational authority and the city governments shall be granted the authorization to amend such laws. （b） The specialization and professionalism shall be promoted in administrative operations; the local government shall have authorization to establish laws to appoint relevant staffs. （c） The teacher training institutions, in accordance with the uniqueness of schools at a particular region, shall plan the strategies to supply adequate teachers for each field, hence, a guarantee to improve the quality of teaching. （2） Suggestions for the local government’s competent authority（Bureau of Education）: （a） The implementation of control quotas on the total of teachers and staffs for the whole county, the unreasonableness between the large and small sized schools in total teachers and staffs shall be balanced. （b） The incentive schemes shall be practicably established so that the teachers are willing to stay back and teach at the county’ small-sized remote junior high school. （c） Establish restriction on total students for large-sized school’s classes and thus will effectively stop the situation of studying outside school district. （3） Suggestions for school: （a） It is appropriate for the small-sized schools to establish ﹝strategic alliance, appoint teachers together﹞scheme. （b） In order that the teachers can concentrate on teaching, the school shall avoid requesting the teachers to do any matter that are irrelevant to teaching. （c） Establish conscientious and effective ﹝teaching evaluation﹞mechanism, the teachers who are excellent in teaching shall be rewarded whereas for those whose performance are poor, they shall be counseled for improvement or dismissed. Key words: Small-sized remote junior high school,School administration organization, School administration organization restructuring