| Summary: | 博士 === 國立臺灣師範大學 === 教育學系 === 106 === The purpose of this study is to explore the course and development of our government in the process of organizational reform in recent years, taking the Ministry of Education as a case study and research subject. This study focuses on the organizational transformation of the Ministry of Education during the period of 2013, before and after reform. The Executive Yuan in Taiwan was restructured On January 1st, 2012, with three main principles: streamlined performance, flexibility, and efficacy. The Ministry of Education was in accordance with the Executive Yuan's 2012 policy directions that focused on achieving the restructuring of central government agencies, and building a streamlined, flexible and efficient government. The Ministry of Education is part of the Executive Yuan and is responsible for national academic and educational administration, including education policy planning and legislation and supervision of educational matters. As the originator of education policies, the Ministry is committed to the adaptation and innovation of the education system. In the context of the organizational transformation of the Ministry of Education, the organizational transformation has its necessity. In this study, the author adopts a qualitative research method which included content analysis, focus group and in-depth interview.
To further explore the history and development of the Ministry of Education in this wave of government organizational transformation, several conclusions are founded in this study. The organizational reform of the Ministry of Education has achieved success in organizational leaning and improved flexibility; however, the effectiveness of the Ministry remains to be enhanced. In terms of organizational leaning, the Ministry has made commendable efforts to simplify its structure and to promote legalization among its subordinate agencies and departments, but it should still strive to improve the system of human resource allocation. In terms of flexibility, the Ministry’s efforts in promoting organization diversification are commendable, specifically that the hybrid appointing and hiring policy has proved its flexibility in recruitment, and the National Sports Training Center has also considerably improved its flexibility after its conversion to an administrative corporation.
In terms of overall effectiveness, general planning effectiveness, and interagency cooperation effectiveness, the view of the Executive Yuan is that the reformed Ministry of Education has achieved greater overall effectiveness, its Department of Planning is functioning in a satisfactory manner, and the interagency cooperation effectiveness has increased. The Ministry of Education, however, maintains that although the overall effectiveness of the Sports Administration has been improved, the ministry itself, the K-12 Education Administration, and Youth Development Administration have not exhibited much improvement in overall effectiveness and general planning. The Ministry claimed that the increasingly complicated administrative processes hindered the improvement of overall effectiveness and general planning effectiveness of their subordinate agencies. Moreover, interagency communication and cooperation became less smooth; oftentimes, although a point of contact does exist, it is by no means effective. Based on those findings in this research, this study is able to be provided some suggestions and followed by other researches and as reference for practical applications.
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