A STUDY ON THE INTER-RELATIONSHIP AMONG RISK RECOGNITION, MARKETING MANAGEMENT, AND COMPETITION ADVANTAGES OF THE TEACHING STAFF AT JUNIOR HIGH SCHOOLS IN KAOHSIUNG COUNTY

• Main Authors: Chi-ping Chen, 陳琪萍
• Other Authors: 鄭彩鳳
• Format: Others
• Language: zh-TW
• Published: 2008
• Online Access: http://ndltd.ncl.edu.tw/handle/9kc235

碩士 === 國立中山大學 === 教育研究所 === 96 === This study is to investigate the inter-relationship among risk recognition, marketing management of the school, and the competition advantages of the teaching staff at junior high schools in Kaohsiung County. The study object is the teaching staff at public junior high schools in Kaohsiung County. The number of valid returned questionnaires is 494, with a kickback rate of 95.0%. Since the formal questionnaires were collected, the data have been analyzed and tested by description statistics, t-test, single-factor ANOVA, Pearson movement correlation, typical correlation, and multiple-gradual transgression. According to the results of data analysis, the following conclusions are reached: 1. Teaching staff at junior high schools possesses favorable recognition of risk, among which “risk of employees” is the best. 2. Marketing management at junior high schools is good, in which the category of “staff strategy” is the best. 3. Competitive advantages at junior high schools are favorable, especially the category of “quality.” 4. Male teachers who are at age 51 or above, hold concurrent jobs as section deans, and teach in remote areas have better risk recognition. 5. Male teachers who hold concurrent jobs as section deans, teach in remote areas, and whose schools have less than 12 classes have better marketing management. 6. Male teachers who are at age 51 or above, hold concurrent jobs as section deans, teach in remote areas, and whose schools have less than 12 classes have better competitive advantages. 7. The better the risk recognition of the teaching staff at junior high schools, the better their ability to carry out marketing management. 8. The better the risk recognition of the teaching staff at junior high schools, the better opportunity they have to boost their schools’ competitive advantages. 9. The better the junior high schools’ ability to carry out marketing management, the better opportunity they have to boost their schools’ competitive advantages. 10. Both the channel strategies of schools’ marketing management and personnel strategies toward schools’ competition advantages have conspicuous predictability, and the channel strategies is especially useful in precisely predicting schools’ competitive advantages. Based on the main findings and conclusions, some concrete suggestions are provided for school and educational administrative authorities concerned for future reference.