University of Macau / Faculty of Social Sciences and Humanities / Department of Government and Public Administration

University of Macau / Faculty of Social Sciences and Humanities / Department of Government and Public Administration

本研究旨在探討桃園縣、新竹縣、新竹市與苗栗縣國民中學校長策略領導、學校組織文化與學校創新經營效能之現況，並分別針對不同校長個人背景變項和學校環境變項在校長策略領導、學校組織文化與學校創新經營效能的差異加以探討；其次，分析三者之關係；最後則針對其預測力進行檢證。 本研究採問卷調查法，經分層比例抽樣選取桃園縣、新竹縣、新竹市與苗栗縣國民中學之學校主任、組長、導師與專任教師為調查分析的對象，抽樣調查42所學校共500位教育人員，回收樣本495 位。以自編「國民中學校長策略領導、學校組織文化與學校創新經營效能調查問卷」為工具進行調查，調查所得的資料則以社會科學統計套裝軟體（SPSS for window 17.0 中文版）進行統計，調查所得的資料分別進行描述與推論統計，包括：描述性統計、t考驗、單因子變異數分析、Scheffé事後分析、皮爾遜積差相關、多元逐步回歸分析等統計方法進行後續分析與討論後，獲致以下研究結論： 一、 桃園縣、新竹縣、新竹市及苗栗縣國民中學教師對策略領導、學校 組織文化及學校創新經營效能之運作現況的 知覺屬於程度良好， 其中以「策略思維」、「科層型文化」及「學生活動創新效能」層 面的表現最佳，而「轉化願景」、「創新型文化」及「校園環境創 新能」層面較差。 二、 桃園縣、新竹縣、新竹市及苗栗縣國民中學不同校長性別在校長策 略領導、學校組織文化與學校創新經營效能上具有顯著差異。 三、 不同校長年齡在校長學校組織文化具有顯著差異。而在校長策略領 導與學校創新經營效能上則無顯著差異。 四、 不同校長在校年資在校長策略領導整體及各層面具有顯著差異，而 學校組織文化與學校創新經營未具有顯著差異。 五、 不同校長總年資在校長策略領導、學校組織文化與學校創新經營效 能上具有顯著差異。 六、 不同學校所在地在校長策略領導、學校組織文化與學校創新經營效 能上具有顯著差異。 七、 不同學校歷史在校長策略領導、學校組織文化與學校創新經營效能 之「行政管理創新效能」、「校園環境創新效能」及「社會資源運用 創新效能」方面上具有顯著差異。 八、 不同學校規模在學校組織文化之「創新型文化」層面與學校創新經 營效能上具有顯著差異。而校長策略領導則無顯著差異。 九、 桃園縣、新竹縣、新竹市及苗栗縣國民中學校長策略領導、學校組 織文化與學校創新經營效能三者之間有密切的正相關。 十、 校長策略領導與學校組織文化對學校創新經營效能整體具有預測力 其中以「創新型文化」、「轉化願景」、「引領變革」與層面最具 預測力。 十一、校長策略領導與學校組織文化各層面對整體學校創新經營效能各 層面具有預測力。 最後，依據研究結果，提出具體建議，俾供教育行政機關、校長以及後續研 究者之參考。 關鍵詞: 校長策略領導、學校組織文化、學校創新經營效能 / This research aims to study the current situations of school principals’ strategic leadership, organizational cultrue of the schools, and the efficacy of the innovative management in the schools, especially in the junior high schools in Taoyuan County, Hsinchu County, Hsinchu City, and Maoli County. The school principals’ different personal backgroud and dissimilar environments of different schools are dissected while analyzing the relationship among the three. Moreover, the predictability of the three is examined respestively. The questionnaire investigation of this research adopts stratified random sampling method, and the subjects of the investigation are the school deans, section chiefs, homeroom teachers and subject teachers in the junior high schools in Taoyuan County, Hsinchu County, Hsinchu City, and Maoli County. Questionnaires are distributed to 500 educational personnel in 42 schools, and 495 of which are collected. The questionnaire used in the investigation is self-designed and the collected data and statistics are compiled by exercising SPSS for window 17.0. The acquired data are described, analyzed and discussed by using descriptive statistic, t-Test, One-way ANOVA, Scheffé Method, Pearson product-moment correlation, multiple regression analysis, and the findings are as the following. I. The junior high school teachers in Taoyuan County, Hsinchu County, Hsinchu City, and Maoli County are well aware of the situations of their school principals’ strategic leadership, organizational cultrue of the schools, and the efficacy of the innovative management in the schools, especially in the aspects of ‘Tactic Thinking’, ‘Bureaucratic Culture’, and ‘Efficacy of Innovative Student Activities.’ Yet, the teachers don’t realize much about the aspects of ‘Prospect of Transformation’, ‘Innovative Culture’ and ‘Efficacy of Innovative School Environment.’ II. The gender difference of the school principals leads to obvious differences in school principals’ strategic leadership, organizational cultrue of the schools, and the efficacy of the innovative management in the schools in Taoyuan County, Hsinchu County, Hsinchu City, and Maoli County. III. The age difference of the school principals leads to obvious differences in the organizational cultrue of the schools. Rather, it makes no evidence differences in the school principals’ strategic leadership and the efficacy of the innovative management in the schools. IV. The difference in the years of working experence in the schools of the school principals leads to obvious differences in school principals’ strategic leadership. Rather, it makes no evidence differences in the organizational cultrue of the schools, and the efficacy of the innovative management in the schools. V. The difference in the total years of working experience of the school principals leads to obvious differences in school principals’ strategic leadership, organizational cultrue of the schools, and the efficacy of the innovative management in the schools. VI. The difference in the location of the schools leads to obvious differences in school principals’ strategic leadership, organizational cultrue of the schools, and the efficacy of the innovative management in the schools. VII. The difference in the history of the schools leads to obvious differences in school principals’ strategic leadership, organizational cultrue of the schools, and ‘Efficacy of Administrative Management’, ‘Efficacy of Innovative School Environment’ and ‘Efficacy of Application of Innovative Social Resources’ of the efficacy of the innovative management in the schools. VIII. The difference in the scale of the school leads to obvious differences in the efficacy of the innovative management in the schools, and ‘Innovative Culture’ in organizational cultrue of the schools. Rather, it makes no evidence difference in the school principals’ strategic leadership IX. There is a highly positive correlation among school principals’ strategic leadership, organizational cultrue of the schools, and the efficacy of the innovative management in the schools in Taoyuan County, Hsinchu County, Hsinchu City, and Maoli County. X. School principals’ strategic leadership, and organizational cultrue of the schools have predictability in the overall efficacy of the innovative management in the schools, especially in the aspects of ‘Innovative Culture’, ‘Prospect of Transformation’, and ‘Leading Reformation.’ XI. School principals’ strategic leadership, and organizational culture of the schools have predictability in different perspectives of the efficacy of the innovative management in the schools. At last, accoring to the results of the research, I’ve made some suggestions, hoping to provide reference materials for educational administrative organizations, school principals and other researchers in this field.

本研究旨在探討台北巿高中圖書館的組織編制、困境，並了解圖書館負責人對轉型為「教學資源中心」的看法，以期提出國內學校圖書館轉型為「教學資源中心」的建議方案及事項。 為達研究目的，首先蒐集國內外文獻，分析學校圖書館與「教學資源中心」的相關資料；其次藉由個案研究國內具有正式「教學資源中心」組織的明道高中，以了解其組織結構及經營模式；最後，全面性調查台北巿公私立45所高中圖書館的組織與困境、視聽資源及電腦主管單位的組織編制、以及台北巿高中圖書館負責人對轉型為「教學資源中心」的看法。 研究結果發現，台北巿高中圖書館有十大困境：1.私立學校圖書館組織比公立學校圖書館來得不健全。2.公私立高中圖書館多仍未能分組辦事。3.圖書館負責人乃由教師或幹事兼任，多須兼任課堂教學工作。4.圖書館專業人員不足。5.工作人員數量太少及職位太低。6.設置工讀生的學校未達半數，且工讀生人數少。7.圖書館委員會對圖書館的助益有限。8.圖書館所提供的視聽資源的種類不夠多，未能具備提供教學媒體製作的服務。9.圖書館雖多已自動化，但採購、期刊、參考諮詢三方面卻多數尚未自動化。10.圖書館半數以上沒有光碟資料庫，且只能在圖書館或館內使用光碟資料庫。 本研究提出高中圖書館轉型為「教學資源中心」的建議方案為：以圖書館為主導，整合校內包含所有軟體的視聽及電腦資源於同一個「圖書館教學資源中心」單位之中，設置圖書館教學資源中心主任，編列正式的圖書館專業人員、媒體專業人員、電腦資訊人員，其下的分組則至少包括基本的圖書館、視聽教育、電腦資訊三方面相關的組別。最後，提出的五大層面的建議事項：（一）制度層面：1.修改相關法令，提昇圖書館的地位及健全組織；2.轉型的名稱以「圖書館教學資源中心」為佳。（二）功能層面：1.落實傳統圖書館的功能；2.發揮「教學資源中心」的功能。（三）人員層面：1.增加圖書館人員編制及提昇專業素質；2.增列圖書館的媒體人員、資訊人員；3.結合與善用校內教師與學生的人力。（四）資源層面：1.充實圖書館館藏、媒體、資訊等設備；2.加強資訊軟硬環境。（五）教育層面：1.推廣圖書館利用教育，加強師生對圖書館的認識與使用；2.適應國家整體高中教育政策，配合多元入學方案。

本研究旨在探討國立高中學校行政組織調整之需求性、剖析我國國立高中學校行政組織中，職務由教師兼任的概況、瞭解我國國立高中學校行政組織及運作之缺失、分析現行國立高中學校行政組織之改進途徑，提出有助於國立高中學校行政組織再造的架構，以提供學校及主管教育行政機關參考。採用的研究方法計有：問卷調查法、訪談法。 本研究係以高中教師及兼任行政人員、專職行政人員及主管教育行政機關之教育行政人員為研究對象。在問卷方面，以臺中縣市國立高中為研究抽樣母體，採分層隨機抽樣進行問卷調查，總計共發出問卷500份，回收411份，有效問卷411份，總回收率為82.2%。 本研究經過文獻探討及調查和訪談結果分析，得到如下的結論： 一、 現行國立高中學校行政組織架構，各校設立之組別大致相似。 二、 各校現行之學校行政組織中較迫切需要再造之處，頗符合現況需求。加強專業養成訓練；採勞務外包制；員額採總量管制。 三、 各校現行之學校行政組織架構較類似甲方案。較傾向於傳統之處室分組架構。 四、 國立高中學校行政組織，多數的填答者認為國立高中之規模區分維持現狀無須調整。 五、 國立高中學校行政組織，教學組、試務組以及訓育組較適合由教師兼任組長。 六、 現行國立高中學校行政組織及運作之缺失︰教師兼任行政工作意願不高；行政工作勞逸不均；行政組織結構缺乏彈性。 七、 現行國立高中學校行政組織改進途徑︰加強行政人員的專業養成訓練；改善各組行政工作勞逸不均；教職員採總量管制。 八、 國立高中學校行政組織再造，可透過將非屬核心業務外包或場所委外經營的方式來提升行政效率。 九、 進行國立高中學校行政組織再造，可以朝著裁併處室、裁併組別或歸併的方向調整。 十、 國立高中學校行政組織架構調整，以維持現狀的甲案最為填答者支持，反映出普遍冀求安定，但亦有近半數認同再造。 根據以上之結論，提出如下的建議，以供參考。 壹、教育行政機關方面 一、訂定組織再造計畫，因應未來實際需求。 二、行政組織法令鬆綁，賦予彈性自主運作。 三、從制度面根本解決教師兼任行政工作意願不高之學校行政組織運作的缺失，建議教師兼任的適合度較低的職務由專任行政人員擔任。　　 貳、對學校的建議 一、訂定工作流程的簡化措施，修訂學校的校務章則規程。 二、積極進行較迫切需要再造之處。 三、辦理勞務外包，減輕人員工作負擔，縮編員額節省人事經費。 四、非屬核心業務委外經營，開拓財源，減輕行政負擔，有利於組織再造；建議學校可以將餐廳、合作社、游泳池等場所委外經營。 五、加強行政人員專業養成訓練，鼓勵兼行政教師參與行政研習。 六、合理分工各組業務，避免工作勞逸不均。 七、簡化行政業務工作流程，活化學校行政運作機制。 八、 進行國立高中學校行政組織再造，建議裁併部分處室或組別。 / This study is researching the necessity of adjusting the administration organization in national senior school, and exhaustedly analyzing the condition that a teacher holds a concurrent administrative post. Meanwhile, we can understand the faults of the school administrative organization and its administrative operation, and then we can analyze the improving gateways used nowadays in national senior high schools. Furthermore, we can offer the skeleton of reengineering administration organization, and the references to schools and the managers of the educational administration institution. These researching methods which I used are including “questionnaire survey law” and “visiting discussion”. The object personnel that I researched were senior high school teachers, concurrent administrators, full-time administrators and some educational administration personnel in manager educational administration institution. As to the questionnaire survey, we took national senior high schools in Taichung City and Taichung County as the matrix of lamination random sampling. We sent out about 500 “asks-the-volumes” and returned 411 “asks-the-volumes”. The recall “asks-the-volumes” were all effective, so the total returns-ratio reached 82.2%. After literature discussion, investigation and visiting discussion, we come to the following conclusions: 1. The administrative organization skeletons of sections in national senior high schools nowadays are similar to one another. 2. The schools’ administrative organizations now needed urgently reengineering in national senior high schools are: strengthen the professional nurture training, the school services need adopting by “outside the service wraps”. And the specified number of personnel uses the total quantity control. These conform to the present situation demand. 3. The school administrative organization skeleton now traditionally tends to the way of “office room grouping”. 4. The majority of the answerers think that we needn’t adjust the present scale discrimination in high schools’ administrative organization and maintain the present situation. 5. The suitable concurrent posts for high school teachers are the Curriculum and Instruction Section, Examination Section and Extra-curriculum section in national senior high school administrative organization. 6. The demerits in high schools’ administrative organization and their operations nowadays are: teachers are not willing to be concurrent administrative personnel, the administrative affairs unbalance, and the administrative organization structures are lack of flexibility. 7. The ways of improving the schools’ administrative organization in national senior high schools are: strengthen the administrative personnel professional nurture training, balance the service work between sections, and teachers and administrators use the total quantity control. 8. As for the high schools’ re-engineering administrative organization, we may penetrate the outside agent to deal with the non- core business, or place request management in order to uplift the administration efficiency. 9. In proceeding the schools’ re-engineering administrative organization in national senior high schools, we can consolidate offices, or sections, etc., or combine some offices or sections. 10. In adjusting national senior high schools’ administrative organization skeletons, most answerers support to maintain the present situation. According to the above conclusions, my proposals are as following: --supply the reference 1. The proposals for the educational authorities: (a) To make the plans of re-engineering organization, be accordance to the future actual demand. (b) To loose the administrative constitutive law, afford the autonomous flexibility in operation. (c) To solve the demerits basically from the system surface that the teachers are unwilling to serve the part-time employment, suggest that some jobs unsuitable for teachers can be done by full-time administrative personnel. 2. The proposals for school authorities: (a) To make the brief measure of working flow, reedit the rules and regulations of school affairs. (b) To carry on what will be re-engineered positively and urgently. (c) To transact all labor services done by outside agent to reduce the burden of internal personnel, and incorporate personnel to save the personnel funds. (d) To afford the non-core business managed by outside agent, exploit the finance, lighten the administrative burden, will be advantageous of re-engineering organization. And proposal that school cafeteria, cooperative, and swimming pool can be managed by outside agent. (e) To strengthen administrative personnel’s professional nurture training, encourage concurrently administrative teachers to attend the administrative thorough study. (f) To divide each service labor rationally, avoid the unfair burden in assigning work. (g) To brief the administrative affairs work flow, activate the school administrative operation mechanism. (h) To be engaged in re-engineering administrative organization in national senior high schools, suggest consolidating some offices or sections.

本論文主要探討我國目前對公、私立大學所為的學雜費管制之法律基礎、管制目的、司法救濟程序及相關管制法律規範之合憲性等法律問題。本論文係從我國大學學雜費管制方式之流變、管制規範之立法背景與目的等議題出發，再探討現行對大學之學雜費管制措施中，相關的法制架構與行為定性，並具體分析我國學雜費現行管制規範將侵害大學何種基本權利及大學對此可採行的司法救濟程序，最後則檢討目前大學學雜費管制規範之合憲性。 本論文認為，未來我國不應對公、私立大學仍為相同之學雜費管制措施。於公立大學，國家固然可對之為學雜費管制，惟仍應實際考慮各大學間不同之成本支出因素，不應僅以統一數值（例如消費者物價指數年增率、平均每戶可支配所得年增率等數值）作為大學調整學雜費數額之參考標準。而於私立大學，如其可不依靠國家之財政補助而能獨力辦學，國家即不應再對之有任何學雜費管制措施（例如規定調整幅度上限或得否調整學雜費等措施），否則即有違比例原則，應屬違憲。

本研究旨在建立國小學校建築用後評估指標，透過國內外相關文獻整理，初擬出國小學校建築用後評估指標，經由國內專家進行適切性問卷與及模糊德菲術問卷評估，確立國小學校建築用後評估指標與權重，以提供未來主事之校長或教育主管機關自整體規劃階段能有所依循，將有限的預算發揮滿足教育所需最大效益。 本研究建構之指標系統共為三大構面、15個向度及104個指標項目，有關指標構面、向度權重排序為： 一、「建築設計」構面權重為36.64％，各向度權重介於3.54％至8.16％之間，依序為物理環境、設計原則、戶外空間、服務空間、教學空間、行政空間。 二、「使用與維護管理」構面權重為35.30％，各向度權重介於5.03％至8.25％之間，依序為安全性、維護成本、教學設備之使用、戶外空間之使用、室內空間之使用。 三、「整體規劃」構面權重為28.06％，各向度權重介於3.51％至9.73％之間，依序為動線規劃、空間配置、量體規劃、景觀綠美化。 在個別指標項目方面，在「整體規劃」構面下順位前3名依序為「1.1.5圖書館（室）位置符合使用需求」（1.2092％）、「1.3.3校內之人、車動線規劃，有明顯區隔」（1.0639％）、「1.3.1校門、地下停車場出入口位置已考量周邊道路鄰近社區設置」（1.0379％）。 「建築設計」構面下順位前3名依序為「2.1.2校舍屋頂形式具有良好防水及隔熱功能」（1.0968％）、「2.5.4排水系統規劃良好，不會造成校內地坪或走廊積水現象」（1.0666％）、「2.1.6校舍座向已考量日照及風向配置」（1.0653％）。 「使用與維護管理」構面下順位前3名依序為「3.4.8電動門（鐵捲門）啟動時有警示訊號」（1.0762％）、「3.5.3室內無漏水情形」（1.0749％）、「3.4.2女兒牆及欄杆的高度、型式均符合安全」（1.0721％）。 關鍵字：用後評估、學校建築、模糊德菲術 / This thesis approaches to establishing some evaltuion indexes of elemantry school buildings by studying local and global bibliography or articles. Using suitable “Questionnaire Survey” and “Fuzzy Delphi” theory on local savants and scholars by POE (Post-Occupancy Evalution), this thesis proves some evaltuion indexes and weight values those are useful and consultative for presidents of elemantry school or officials in Department of Education to manage campus more safety and spend budget more efficiency. After cases studying and database analyzing, this thesis figures out 15 factors and 104 index items in 3 principals, as follows: 1. 1st principal is “Architectural Design” (values:36.64%), and the evalution factors are physical environment > design rules > exterior > service area > teaching area > administ area.(values from 8.16% to 3.54%). 2.2nd principal is “Facility Management”(values:35.3%), and the evalution factors are safety > cost > use frequency of educational facility > use frequency of exterior > use frequency of interior(values from 8.25% to 5.03%). 3.3rd principal is “Master Plan”(values:28.06%), and the evalution factors are axials plan > spatial layout > mass plan > landscaoe plan(values from 9.73% to 3.51%). The analysis results in Index Item of “Master Plan” are as follows: (1) the location of library is suitable(values:1.2092%). (2) the path of pedestrians and vehicles is separated(values:1.0639%). (3) the exit of main door and parking lot is closed to communities(valuses:1.0379%) The analysis results in Index Item of “Aechitecture Design” are as follows: (1) the roof is water-proof and heat-protect(values:1.0968%). (2) the drainage system is useful to keep floor and balcony dry(values:1.0666%). (3) the layout of buildings is caused to sun-trace and wild-direction(values:1.0653%). The analysis results in Index Item of “Facility Management” is as follow: (1) operate the rolling door within alarm(values:1.0762%). (2) the interior is leak proof(values:1.0749%). (3) the height of parapet and railing is saft(values:1.0762%). Key wrod：Post-Occupancy Evaluation, School buildings、Fuzzy Delphi

本論文旨在探討中、韓兩國教師之任用及待遇制度。並比較分析以明其優缺點，作為 兩國改善之參考。 本研究共分五章，約七萬言，茲概述各章內容如下： 第一章：緒論，分為第三節。 第一節 研究動機、目的與範圍。 第二節 研究方法、限制與步驟。 第三節 重要名詞論釋。 第二章：背景探討，分為三節。 第一節 教育人員的境養：師範教育政策、內容及方法。 第二節 教育人員的任用：資格的限制、任用、 第三節 教育待遇制度。 第三章：任用制度，分為三節。 第一節 中國的任用制度：１•養成教育的演進。 ２•教師任用：資格，分發實習，甄選介聘。 第二節 韓國的任用制度：１•養成教育。 ２•教師任用：資格、任用體系。 第三節 兩國制度的問題與改進方向。 第四章：待遇制度，分為三節。 第一節 中國的待遇制度、薪級和其他權益。 第二節 韓國的待遇制度。 第三節 兩國制度的問題與改進方向。 第五章：結論。

論文共一冊、六章、十五節，一萬五千字。內容主要在探討生活事件帶來的壓力，對 青少年家庭與學校適應所造成的影響，使用的中介變項為社會支持系統、內外控及生 活目標。以問卷調查、團體施測的方式進行研究。預試樣本包括台北市三所國民中學 、三所高級中學六六八名學生。正式施測包括台北市四所國民中學、三所高級中學七 三二名學生。使用T 檢定，多變量分析、正準相關分析及多元逐步迴歸等統計方法進 行結果分析。 結果顯示，在部分事件上，遭遇人數會有性別及年級上的差異，不同年級及性別對生 活目標追尋的方向也不同，不同的生活目標，社會支持滿意度及內外控與適應性有顯 著相關，而對於事件的喜好度比壓力本身更影響適應性。

韓國高等學校教育課程設置第二外國語課程，中國語是第二外國語的五種語言（德、 法、中、西、日）之一。雖然中、韓兩國在政治、外交、經濟、文化上關係很密切， 但是目前在高等學校學中國語的學生數較少。 本論文的目的是分析中國語的教科書的內容及體制，比較中國兒童常用詞與教科書的 生詞，澈底瞭解韓國高等學校中國語教育目標及課程，提出改進中國語教育之意見。 本論文在方法上採用文獻分析法及比較研究法。 本論文全文共壹冊，約五萬多字，共分為五章十六節。各章內容分述如下： 第一章：緒論、研究動機、目的、方法、範圍及專有名詞詮釋。 第二章：簡單介紹中國語；語言的定義，特徵，中國境內的語言，中國語的特性、發 音、文字等。 第三章：敘述韓國高等學校的中國語教育、目標、課桯等。 第四章：分析中國語教科書，內容、字數、發音、生詞等。 第五章：為結論，並討論中國語教科書之分析結果，中國語教育上的問題點及提出改 進意見。