| Summary: | 碩士 === 國立政治大學 === 企業管理研究所(MBA學位學程) === 107 === The external environment of university education is changing in recent years. For education management, the challenges include the impact of fewer children and globalization. This study tends to explore what kind of organizational critical activities the senior management team will take in response to the changes of external environment of university education. The research method is to analyze the university's website and adopt the web evaluation method and framework proposed by Hung (2006) to explore what kind of organizational critical activities are supported by university' websites and classify the response strategies of the website in Taiwan. In this study, based on the universities’ background and diversity, certain private universities are selected as the research objects, and it is expected that private universities will respond more actively to the challenges.
The selected 12 private comprehensive universities, demonstrate that the top ten organizational critical activities as shown on the websites are: efficient teaching and learning, develop new courses, recruit domestic students, maintain partnership with others institutions, communicate with business and the local community and create the university culture, develop new technologies, develop research, and provide student learning supports and enhance the school brand. Moreover, in terms of the classification of the university websites, they can be divided into six types: efficient teaching and learning, develop new courses, maintain a partnership with others institutions, communicate with business and the local community, recruit domestic student, and creating university culture.
The results of this study are expected to provide a foundation for universities to develop their websites and strategies, it is hoped to help website developers understand whether the organizational critical activities conveyed by their websites are consistent with the expected business strategies of the university.
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