published_or_final_version / Education / Master / Master of Education

The research focuses on the strategies for financing of higher education within the context of the massification thereof in China. The year 1999 was a turning point for the development of Chinese higher education. In that year the Chinese government decided to expand its higher education system rapidly. Since then Chinese higher education has experienced explosive expansion. The student enrolment in the Chinese higher education system increased from 5.87 million in 1998 to 17.57 million in 2003. The gross enrolment rate in Chinese higher education increased from 9% in 1997 to 17% in 2004. Chinese higher education changed during this transition process from an elite to a mass system. During the expansion many problems emerged. These problems are related directly or indirectly to the issue of financing. Giving that China is still a developing country, how to resolve the financing problem is the key to the success of the transition from an elite to a mass system. Using a literature study and a qualitative inquiry, the research examined the general theories in the financing of higher education, the relevant experiences in the United States, Britain and India and the recent development of higher education financing in China. The study reveals that to ease the financial constraints, it is important to develop non-traditional institutions to lower higher education costs. China established a diversified adult higher education system that expanded at about the same rate as its regular institutions. The study also found that few governments can afford a mass system. Therefore, it is necessary to seek non-governmental funds by strategies such as introducing tuition fees and developing private institutions. However, the fee policy should be paralleled by the student assistance policies so as to reduce the inequality in higher education provision. It is believed that theoretical knowledge gained from the research could contribute to the integration of the theories on the financing of higher education within the context of massification thereof. / Educational Studies / D. Ed. (Comparative Education)

據手稿本影印. / Thesis (M.A.)--香港中文大學. / Ju shou gao ben ying yin. / Includes bibliographical references (leaves 175-194). / Thesis (M.A.)--Xianggang Zhong wen da xue. / Chapter 第一章 --- 導言 / Chapter 一 --- 問題闡釋 / Chapter a --- 兩種社會學 --- p.1-2 / Chapter b --- 兩種教育模式 --- p.3-5 / Chapter c --- 成人教育與兩種教育模式 --- p.6-17 / Chapter 二 --- 文獻回顧 / Chapter a --- 成人教育目標、教與學過程和組織 --- p.18-22 / Chapter b --- 中國的成人教育 --- p.23-27 / Chapter 三 --- 研究設計 / Chapter a --- 研究範圍 --- p.28 / Chapter b --- 研究問題 --- p.28-29a / Chapter c --- 研究方法 --- p.29a-36 / Chapter d --- 研究限制 --- p.36 / Chapter 第二章 --- 中國成人教育的發展及問題 / Chapter 一 --- 中國成人教育的發展 --- p.37-38 / Chapter a --- 第一個時期：從建國至文革前 (1949-1966) --- p.38-43 / Chapter b --- 第二個時期：文化大革命(1967-1977) --- p.43-44 / Chapter c --- 第三個時期：文革結束至現在(1977-1987) --- p.44-46 / Chapter d --- 中國成人教育的特色和目標 --- p.46-48 / Chapter 二 --- 中國成人高等教育 --- p.49-53 / Chapter 三 --- 中國廣東省廣州市的成人高等教育 --- p.54-64 / Chapter 第三章 --- 學生問卷結果 / Chapter 一 --- 學生背景資料 --- p.65-75 / Chapter 二 --- 科層組織 --- p.76-78 / Chapter 三 --- 中國成人高等教育的目標和教與學過程 / Chapter a --- 中國成人高等教育的目標 --- p.79-85 / Chapter b --- 學習和考核過程與及學習動機 --- p.86-95 / Chapter c --- 中國成人高等教育目標和教與學過程 --- p.96-102 / Chapter 四 --- 小結 --- p.102-103 / Chapter 第四章 --- 教師問卷資料 / Chapter 一 --- 教師背景資料 --- p.104-107 / Chapter 二 --- 科層組織 --- p.108-111 / Chapter 三 --- 中國成人高等教育目標和教與學過程 / Chapter a --- 中國成人高等教育目標 --- p.112-118 / Chapter b --- 教授和考核過程 --- p.119-122 / Chapter c --- 中國成人高等教育目標和教與學過程 --- p.123-129 / Chapter 四 --- 小結 --- p.130-131 / Chapter 第五章 --- 討論 / Chapter 一 --- 引言 --- p.132-133 / Chapter 二 --- 背景資料 --- p.134-141 / Chapter 三 --- 成人高等教育目標 --- p.142-145 / Chapter 四 --- 如何落實教育目標──教與學過程 --- p.146-150 / Chapter 五 --- 教育目標和教與學過程 --- p.151-153 / Chapter 六 --- 考核過程作為教育政策 --- p.154-157 / Chapter 七 --- 成人高等教育與社會政策 / Chapter a --- 成人高等教育目標衍生的問題 --- p.158-159 / Chapter b --- 作為假設性的解決方法的社會政策 --- p.159-163 / Chapter 八 --- 中國成人高等教育與崗位培訓 --- p.164-169 / Chapter 第六章 --- 結論 --- p.170-174 / 參考書目（中文及英文） --- p.175-190 / 報章雜誌參考目錄 --- p.191-192 / 有關中國成人教育的官方文獻（摘編) --- p.193-194 / 附錄 / 問卷（學生問卷及教師問卷) --- p.195-203

Woo, Chun Kit. / Thesis (M. Phil.)--Chinese University of Hong Kong, 1996. / Includes bibliographical references (leaves 79-86). / Chapter Chapter 1 --- Introduction page --- p.1 / Chapter Chapter 2 --- Political Socialization: Concept and its Application --- p.4 / Chapter 2.1 --- Political Culture --- p.5 / Chapter 2.2 --- Political Socialization --- p.9 / Chapter 2.3 --- Application --- p.14 / Chapter Chapter 3 --- Education and Modernization: Review on the Development of Chinese Higher Education since1949 / Chapter 3.1 --- Prologue --- p.18 / Chapter 3.2 --- Higher Education Policy since1978 --- p.21 / Chapter 3.3 --- Educational Reform: 1985 Reform Document --- p.28 / Chapter Chapter 4 --- The Search for Harmony ( I ): Understanding University Students / Chapter 4.1 --- Prologue: The Rise of Survey Research in Post-Mao China --- p.33 / Chapter 4.2 --- Value Change among University Students: The Evidence from Survey Research --- p.40 / Chapter Chapter 5 --- The Search for Harmony (II): Reforming the Ideological-Political Education --- p.60 / Chapter 5.1 --- Criticism on the Current Ideological-Political Education --- p.61 / Chapter 5.2 --- Reform of the Political Education --- p.68 / Chapter Chapter 6 --- Conclusion --- p.75 / Bibliography --- p.79

本研究以香港近年院校支援改革計劃為背景，嘗試從增加學校改進能量這一視角來分析變革能動者在持續學校改進的過程中的角色和影響。本研究問題以下列兩個問題為主題1. 變革能動者在持續學校改進中的角色是怎樣？2. 變革能動者怎樣影響持續學校改進？ / 本研究以質性研究取向作為研究方法，因為持續學校改進是一個過程，質化研究善於探究具有動態性、不斷變化的過程；而且本研究的研究對象是變革能動者，包括校外支援的學校發展主任、校內的校長、名副其實的中層領導、沒有職責權而具影響力的前線教師，質化研究能夠對特殊性和複雜性的真實場境進行深入描述、理解與詮釋。 / 就變革能動者在持續學校改進中的角色而言，研究結果發現變革能動者在持續改進不同階段有不同角色；而且不同類型的變革能動者在持續學校改進不同階段有不同重要性；第一類變革能動者（校長）信念的形成受外在變革能動者所影響；外在變革能動者和第一類變革能動者能夠互相配合實踐持續改進；變革能動者根據不同情境採取不同策略增加能量。 / 就變革能動者怎樣增加學校能量建構影響持續學校改進而言，研究結果發現能量建構是持續學校改進的重要條件，而且能夠實現學校改進的目標；變革能動者會根據學校不同的情況進行能量建構，包括刻意調動不同組合、營造學校文化；個體信念與群體共同目標互為影響，而群體共同目標受第一類變革能動者個人願景所影響；而變革能動者信念的形成是一個不斷實踐的反思過程。 / 此外，本研究亦發現變革能動者增加學校改進能量的策略同時有可能削弱能量建構，包括組織身份與實施策略出現矛盾會傷害學校文化；校內成員為維持和諧關係，引致學校文化與亞文化產生矛盾。 / 總體而言，本研究一再證實不同類型變革能動者在持續學校改進中擔當不同角色，而且互相配合協助學校持續改進工作，他們因應學校情況，增加學校組織能量、群體能量和個體能量以促進持續學校改進。 / Against the backdrop of university-supported school improvement projects in recent years in Hong Kong, this research analyzes the role of change agents in and their impact on the sustainability of school improvement, from the perspective of increasing school improvement capacity building. The theme of this research focuses on two questions, namely (1) “What is the role of change agents in the sustainability of school improvement?" and (2) “How do change agents impact the sustainability of school improvement?" / This research adopts a qualitative research methodology. This is because sustainable school improvement is a continuous process, the dynamic and continuously developing nature of which is best captured by the qualitative research method. In addition, the objects of the research are change agents, including external school development officers on one hand, and on the other hand, internally, school principals, veritable middle management staff members, and frontline teachers who do not have position power but are influential in the process. The qualitative research method is capable of providing in-depth analysis, description, explanation and interpretation of such particular as well as complex real life scenarios. / On the role of change agents in the sustainability of school improvement, the findings of the research are that change agents play different roles at different stages of sustainable school improvement. Besides, the importance of different types of change agents at different stages of sustainable school improvement varies. The formation of belief by the first type of change agents (school principals) is influenced by external change agents; external change agents and the first type of change agents are able to cooperate and coordinate with each other in the implementation of sustainable school improvement. Change agents also adopt different strategies in capacity building in different scenarios. / On how the change agents increase the school capacity building thereby impacting sustainable school improvement, the findings of the research are that capacity building is an important condition for sustainable school improvement and it helps realize the objective of school improvement. Change agents build capacity according to different situations of the school, including purposely organizing or moving different groups and cultivating school culture. Individual beliefs and group common goals interact and influence each other, and group common goals are influenced by the personal vision of the first type of change agents. The formation of beliefs by change agents is a continuous reflection process in practice. / In addition, the research has also found out that the strategies adopted by change agents to increase school improvement capacity sometimes can simultaneously weaken the capacity building. These include the conflict between organizational identity and the implementation strategies thereby hurting the school culture, and school members trying to maintain harmonious relationship, leading to the conflict between school culture and sub-culture. / In summary, this research has repeatedly demonstrated and confirmed that different types of change agents play different roles in the process of sustainable school improvement, and that each of them coordinated and cooperated with each other in assisting the work related to sustainable school improvement. They adopt strategies to increase the organizational capacity of the school, group capacity and their own individual capacity to promote sustainable school improvement, according to different situations of different schools. / Detailed summary in vernacular field only. / Detailed summary in vernacular field only. / Detailed summary in vernacular field only. / Detailed summary in vernacular field only. / Detailed summary in vernacular field only. / Detailed summary in vernacular field only. / 黃琳. / Thesis (Ph.D.)--Chinese University of Hong Kong, 2013. / Includes bibliographical references (leaves 524-562). / Electronic reproduction. Hong Kong : Chinese University of Hong Kong, [2012] System requirements: Adobe Acrobat Reader. Available via World Wide Web. / Abstracts in Chinese and English. / Huang Lin. / Chapter 第1章 --- 引言 --- p.1 / Chapter 1.1 --- 研究背景 --- p.1 / Chapter 1.1.1 --- 香港教育改革起動學校進 --- p.1 / Chapter 1.1.2 --- 學校改進驅使外夥伴協作 --- p.2 / Chapter 1.1.3 --- 校外夥伴協作結束提升持續改進意識 --- p.5 / Chapter 1.1.4 --- 持續學校改進對變革能動者的挑戰 --- p.6 / Chapter 1.2 --- 研究目的 --- p.7 / Chapter 1.3 --- 研究問題 --- p.7 / Chapter 1.4 --- 研究意義 --- p.8 / Chapter 1.4.1 --- 理論意義 --- p.8 / Chapter 1.4.2 --- 實踐意義 --- p.9 / Chapter 第2章 --- 文獻綜述學校改進 --- p.10 / Chapter 2.1 --- 何謂學校改進 --- p.10 / Chapter 2.2 --- 學校改進的定義 --- p.10 / Chapter 2.2.1 --- 著重改進過程的定義 --- p.10 / Chapter 2.2.2 --- 著重改進結果的定義 --- p.13 / Chapter 2.2.3 --- 過程與結果並重的學校改進定義 --- p.13 / Chapter 2.3 --- 學校效能與改進 --- p.15 / Chapter 2.3.1 --- 學校效能研究 --- p.15 / Chapter 2.3.2 --- 學校改進研究 --- p.17 / Chapter 2.3.3 --- 學校效能與改進的異同 --- p.18 / Chapter 2.3.4 --- 對學校效能和改進結合 --- p.19 / Chapter 2.4 --- 學校改進的過程 --- p.22 / Chapter 2.4.1 --- 從發展策略出 --- p.22 / Chapter 2.4.2 --- 從時間性出發 --- p.24 / Chapter 2.4.3 --- 從參與變革者感受出發 --- p.28 / Chapter 2.4.4 --- 個案學校選取的標準 --- p.31 / Chapter 2.5 --- 院校協作式的學改進 --- p.33 / Chapter 2.5.1 --- 院校協作的含義 --- p.34 / Chapter 2.5.2 --- 院校協作開展學改進的原因 --- p.35 / Chapter 2.5.3 --- 院校協作的模式與歷程 --- p.36 / Chapter 2.5.3.1 --- 院校協作的模式 --- p.36 / Chapter 2.5.3.2 --- 院校協作的歷程 --- p.38 / Chapter 2.5.4 --- 院校協作在學改進中的功能 --- p.39 / Chapter 2.5.4.1 --- 院校協作在學改進中的效益 --- p.40 / Chapter 2.5.4.2 --- 院校協作在學改進中衍生的困難 --- p.41 / Chapter 2.5.5 --- 院校協作的實踐和經驗反思 --- p.43 / Chapter 第3章 --- 文獻綜述學校改進可持續發展 --- p.45 / Chapter 3.1 --- 可持續發展的定義 --- p.45 / Chapter 3.2 --- 可持續發展的內涵 --- p.47 / Chapter 3.2.1 --- 著重制度化的可持續發展 --- p.47 / Chapter 3.2.2 --- 著重深度和廣的可持續發展 --- p.48 / Chapter 3.2.3 --- 著重隨環境變化的可持續發展 --- p.49 / Chapter 3.2.4 --- 小結 --- p.51 / Chapter 3.3 --- 持續學校改進的模式 --- p.51 / Chapter 3.4 --- 影響持續學校改進的因素 --- p.55 / Chapter 3.4.1 --- 外在環境因素 --- p.57 / Chapter 3.4.2 --- 改進計劃本身因素 --- p.62 / Chapter 3.4.3 --- 學校內部因素 --- p.66 / Chapter 3.4.4 --- 小結 --- p.75 / Chapter 3.5 --- 學校改進的能量建構 --- p.76 / Chapter 3.5.1 --- 學校改進能量建構的界定 --- p.77 / Chapter 3.5.1.1 --- 強調學校改進的條件 --- p.77 / Chapter 3.5.1.2 --- 強調學校改進的歷程 --- p.78 / Chapter 3.5.1.3 --- 強調學習社群的發展特徵 --- p.78 / Chapter 3.5.2 --- 學校改進能量要素研究 --- p.78 / Chapter 3.5.3 --- 學校改進能量建構分類 --- p.89 / Chapter 3.5.3.1 --- 組織能量 --- p.89 / Chapter 3.5.3.2 --- 群體能量 --- p.93 / Chapter 3.5.3.3 --- 個體能量 --- p.100 / Chapter 3.5.4 --- 小結 --- p.106 / Chapter 3.6 --- 變革能動者 --- p.106 / Chapter 3.6.1 --- 變革能動者的定義 --- p.107 / Chapter 3.6.2 --- 變革能動者在學校改進中的角色 --- p.107 / Chapter 3.6.2.1 --- 校內變革能動者 --- p.108 / Chapter 3.6.2.2 --- 校外變革能動者 --- p.119 / Chapter 3.6.3 --- 小結 --- p.123 / Chapter 第4章 --- 研究設計 --- p.124 / Chapter 4.1 --- 研究問題及概念框架 --- p.124 / Chapter 4.1.1 --- 研究問題 --- p.124 / Chapter 4.1.2 --- 概念框架 --- p.125 / Chapter 4.1.3 --- 主要概念的操作性定義 --- p.126 / Chapter 4.2 --- 研究方法 --- p.127 / Chapter 4.2.1 --- 本研究的特徵 --- p.127 / Chapter 4.2.2 --- 質性研究取向 --- p.128 / Chapter 4.2.3 --- 個案研究策略 --- p.129 / Chapter 4.2.4 --- 個案的選擇 --- p.131 / Chapter 4.2.4.1 --- 對協作項目的選取 --- p.131 / Chapter 4.2.4.2 --- 對個案學校的選取 --- p.132 / Chapter 4.2.4.3 --- 對研究象的選取 --- p.134 / Chapter 4.2.5 --- 研究員與個案的關係 --- p.135 / Chapter 4.3 --- 收集資料的方法 --- p.137 / Chapter 4.3.1 --- 半結構式訪談 --- p.137 / Chapter 4.3.1.1 --- 訪談對象及其重點 --- p.138 / Chapter 4.3.1.2 --- 訪談時間和次數 --- p.139 / Chapter 4.3.2 --- 非參與式觀察 --- p.139 / Chapter 4.3.2.1 --- 觀察的項目 --- p.140 / Chapter 4.3.2.2 --- 觀察的策略 --- p.140 / Chapter 4.3.3 --- 文件的搜集 --- p.141 / Chapter 4.3.4 --- 研究問題與資料收集方法的配合 --- p.141 / Chapter 4.4 --- 資料整理及分析 --- p.143 / Chapter 4.4.1 --- 整理和轉錄資料 --- p.143 / Chapter 4.4.2 --- 對文本作緊密接觸 --- p.143 / Chapter 4.4.3 --- 進行編號程序 --- p.144 / Chapter 4.4.4 --- 資料歸類和分析 --- p.144 / Chapter 4.5 --- 先導研究 --- p.144 / Chapter 4.5.1 --- 先導研究的資料搜集 --- p.144 / Chapter 4.5.2 --- 先導研究的分析 --- p.145 / Chapter 4.5.2.1 --- 先導研究對框架有關的啟示 --- p.145 / Chapter 4.5.2.2 --- 先導研究對設計有關的啟示 --- p.146 / Chapter 4.6 --- 研究的可靠性和倫理 --- p.147 / Chapter 4.6.1 --- 研究的可靠性 --- p.147 / Chapter 4.6.1.1 --- 就個案研究策略而言 --- p.147 / Chapter 4.6.1.2 --- 就搜集資料方法而言 --- p.147 / Chapter 4.6.1.3 --- 就資料整理分析而言 --- p.147 / Chapter 4.6.2 --- 研究倫理 --- p.148 / Chapter 4.7 --- 研究的限制及彌補措施 --- p.149 / Chapter 4.8 --- 研究階段 --- p.150 / Chapter 第5章 --- 個案學校A小學 --- p.151 / Chapter 5.1 --- 學校背景 --- p.151 / Chapter 5.1.1 --- 學校宏觀情況 --- p.151 / Chapter 5.1.2 --- 學校具體情況 --- p.152 / Chapter 5.1.2.1 --- 學生 --- p.152 / Chapter 5.1.2.2 --- 教師 --- p.153 / Chapter 5.1.2.3 --- 領導 --- p.154 / Chapter 5.1.2.4 --- 學校 --- p.155 / Chapter 5.2 --- 學校改進之路 --- p.156 / Chapter 5.2.1 --- 尋找切入點 --- p.157 / Chapter 5.2.1.1 --- 全校大執屋 --- p.157 / Chapter 5.2.1.2 --- 課統的梳理 --- p.159 / Chapter 5.2.1.3 --- 學與教工作坊鋪墊 --- p.161 / Chapter 5.2.2 --- 啟動期 --- p.162 / Chapter 5.2.2.1 --- 第一階段協作過程 --- p.163 / Chapter 5.2.2.2 --- 第一階段協作效果 --- p.169 / Chapter 5.2.2.3 --- 第二階段協作過程 --- p.174 / Chapter 5.2.2.4 --- 第二階段協作效果 --- p.178 / Chapter 5.2.3 --- 校外學習期 --- p.182 / Chapter 5.2.3.1 --- 種籽老師借調到Q計劃 --- p.182 / Chapter 5.2.3.2 --- 加強教師學培訓工作坊 --- p.184 / Chapter 5.2.3.3 --- 與其他學校進行跨交流活動 --- p.185 / Chapter 5.2.3.4 --- 到台灣學習 --- p.188 / Chapter 5.2.3.5 --- 到上海學習 --- p.189 / Chapter 5.2.4 --- 校內發展期 --- p.190 / Chapter 5.2.4.1 --- 第一階段 : 淺嚐味道 --- p.192 / Chapter 5.2.4.2 --- 第二階段 : 人有份 --- p.193 / Chapter 5.2.4.3 --- 第三階段 : 專科教 --- p.195 / Chapter 5.2.4.4 --- 第四階段 : 專題研習 --- p.196 / Chapter 5.2.4.5 --- 第五階段 : 一課多教 --- p.197 / Chapter 5.3 --- 改進帶來的效果 --- p.199 / Chapter 5.3.1 --- 教師的變化 --- p.199 / Chapter 5.3.1.1 --- 提升對教學狀態的敏感度 --- p.199 / Chapter 5.3.1.2 --- 提升對學生習狀態的敏感度 --- p.203 / Chapter 5.3.1.3 --- 改變教學策略 --- p.207 / Chapter 5.3.1.4 --- 增加教學的自信心 --- p.211 / Chapter 5.3.1.5 --- 擴闊視野 --- p.212 / Chapter 5.3.2 --- 學生的變化 --- p.216 / Chapter 5.3.2.1 --- 課堂學習氣氛的轉變 --- p.216 / Chapter 5.3.2.2 --- 學生溝通和表達能力的轉變 --- p.218 / Chapter 5.3.2.3 --- 學習態度的轉變 --- p.220 / Chapter 5.3.3 --- 領導的變化 --- p.221 / Chapter 5.3.3.1 --- 學科領導能力的提升 --- p.221 / Chapter 5.3.3.2 --- 增加領導協同力和一致性 --- p.224 / Chapter 5.3.4 --- 學校的變化 --- p.226 / Chapter 5.3.4.1 --- 樂於分享的團隊文化 --- p.226 / Chapter 5.3.4.2 --- 注重教學研討的氛圍 --- p.230 / Chapter 5.3.4.4 --- 找到學校亮點 --- p.234 / Chapter 5.3.4.5 --- 教育信念的形成 --- p.236 / Chapter 5.4 --- 影響持續學校改進的因素 --- p.238 / Chapter 5.4.1 --- 促成因素 --- p.238 / Chapter 5.4.1.1 --- 學校領導 --- p.238 / Chapter 5.4.1.2 --- 教師團隊 --- p.242 / Chapter 5.4.1.3 --- 外在力量 --- p.247 / Chapter 5.4.2 --- 阻礙因素 --- p.249 / Chapter 5.4.2.1 --- 指定教學模式與個人風格的矛盾 --- p.249 / Chapter 5.4.2.2 --- 自我感覺良好與持續改進的矛盾 --- p.250 / Chapter 5.4.2.3 --- 家庭生活與學校工作之間的矛盾 --- p.252 / Chapter 第6章 --- 個案學校B小學 --- p.257 / Chapter 6.1 --- 學校背景 --- p.257 / Chapter 6.1.1 --- 學校宏觀情況 --- p.257 / Chapter 6.1.2 --- 學校具體情況 --- p.258 / Chapter 6.1.2.1 --- 教師 --- p.258 / Chapter 6.1.2.2 --- 學生 --- p.261 / Chapter 6.1.2.3 --- 領導 --- p.262 / Chapter 6.1.2.4 --- 學校 --- p.264 / Chapter 6.2 --- 學校改進之路 --- p.265 / Chapter 6.2.1 --- 尋找切入點 --- p.266 / Chapter 6.2.1.1 --- 以家長教育為切入點 --- p.266 / Chapter 6.2.1.2 --- 以學科發展為切入點 --- p.267 / Chapter 6.2.1.3 --- 以全方位學習為切入點 --- p.268 / Chapter 6.2.2 --- 啟動期 --- p.273 / Chapter 6.2.2.1 --- 校外支援過程 --- p.273 / Chapter 6.2.2.2 --- 校外支援效果 --- p.277 / Chapter 6.2.3 --- 模仿期 --- p.280 / Chapter 6.2.3.1 --- 時間規劃 --- p.281 / Chapter 6.2.3.2 --- 形式規劃 --- p.282 / Chapter 6.2.4 --- 轉化期 --- p.284 / Chapter 6.2.4.1 --- 轉化的深度 --- p.285 / Chapter 6.2.4.2 --- 轉化的廣度 --- p.289 / Chapter 6.3 --- 改進帶來的效果 --- p.291 / Chapter 6.3.1 --- 教師的變化 --- p.291 / Chapter 6.3.1.1 --- 增加教學的自信心 --- p.291 / Chapter 6.3.1.2 --- 加深對學生習的理解 --- p.294 / Chapter 6.3.1.3 --- 教學策略的轉變 --- p.299 / Chapter 6.3.2 --- 學生的變化 --- p.303 / Chapter 6.3.2.1 --- 豐富學習經歷 --- p.304 / Chapter 6.3.2.2 --- 增加成就感 --- p.307 / Chapter 6.3.2.3 --- 知識、技巧與態度的提升 --- p.309 / Chapter 6.3.2.4 --- 升中學的優勢 --- p.315 / Chapter 6.3.3 --- 領導的變化 --- p.317 / Chapter 6.3.3.1 --- 提升中層領導的意識 --- p.317 / Chapter 6.3.3.2 --- 增加領導協同力和一致性 --- p.318 / Chapter 6.3.4 --- 學校的變化 --- p.321 / Chapter 6.3.4.1 --- 樂於分享的文化 --- p.321 / Chapter 6.3.4.2 --- 追求進步的氛圍 --- p.325 / Chapter 6.3.4.3 --- 積極互賴的團隊 --- p.329 / Chapter 6.3.4.4 --- 找到學校的閃光點 --- p.333 / Chapter 6.3.4.5 --- 教育信念的形成 --- p.336 / Chapter 6.4 --- 影響持續學校改進的因素 --- p.340 / Chapter 6.4.1 --- 促成因素 --- p.341 / Chapter 6.4.1.1 --- 學校領導 --- p.341 / Chapter 6.4.1.2 --- 教師團隊 --- p.342 / Chapter 6.4.1.3 --- 外在力量 --- p.343 / Chapter 6.4.2 --- 阻礙因素 --- p.344 / Chapter 6.4.2.1 --- 收生不足 --- p.344 / Chapter 6.4.2.2 --- 特殊需要的學生增加 --- p.346 / Chapter 第7章 --- 變革能動者與持續學校改進 --- p.348 / Chapter 7.1 --- 外在變革能動者 --- p.348 / Chapter 7.1.1 --- 引入信念 --- p.348 / Chapter 7.1.1.1 --- 個案學校A小學 --- p.348 / Chapter 7.1.1.2 --- 個案學校B小學 --- p.351 / Chapter 7.1.2 --- 體現信念 --- p.354 / Chapter 7.1.2.1 --- 個案學校A小學 --- p.354 / Chapter 7.1.2.2 --- 個案學校B小學 --- p.361 / Chapter 7.1.3 --- 延續信念 --- p.365 / Chapter 7.1.3.1 --- 個案學校A小學 --- p.365 / Chapter 7.1.3.2 --- 個案學校B小學 --- p.368 / Chapter 7.1.4 --- 小結 --- p.370 / Chapter 7.2 --- 第一類變革能動者 --- p.372 / Chapter 7.2.1 --- 形成信念 --- p.373 / Chapter 7.2.1.1 --- 個案學校A小學 --- p.373 / Chapter 7.2.1.2 --- 個案學校B小學 --- p.385 / Chapter 7.2.2 --- 實踐信念 --- p.392 / Chapter 7.2.2.1 --- 個案學校A小學 --- p.392 / Chapter 7.2.2.2 --- 個案學校B小學 --- p.400 / Chapter 7.2.3 --- 擴散信念 --- p.410 / Chapter 7.2.3.1 --- 個案學校A小學 --- p.410 / Chapter 7.2.3.2 --- 個案學校B小學 --- p.419 / Chapter 7.2.4 --- 小結 --- p.429 / Chapter 7.3 --- 第二類變革能動者 --- p.431 / Chapter 7.3.1 --- 傳遞訊息 --- p.431 / Chapter 7.3.1.1 --- 個案學校A小學 --- p.431 / Chapter 7.3.1.2 --- 個案學校B小學 --- p.435 / Chapter 7.3.2 --- 執行計劃 --- p.436 / Chapter 7.3.2.1 --- 個案學校A小學 --- p.436 / Chapter 7.3.2.2 --- 個案學校B小學 --- p.441 / Chapter 7.3.3 --- 維繫關係 --- p.446 / Chapter 7.3.3.1 --- 個案學校A小學 --- p.446 / Chapter 7.3.3.2 --- 個案學校B小學 --- p.448 / Chapter 7.3.4 --- 小結 --- p.451 / Chapter 7.4 --- 第三類變革能動者 --- p.452 / Chapter 7.4.1 --- 親身嘗試 --- p.452 / Chapter 7.4.1.1 --- 個案學校A小學 --- p.452 / Chapter 7.4.1.2 --- 個案學校B小學 --- p.454 / Chapter 7.4.2 --- 分享經驗 --- p.455 / Chapter 7.4.2.1 --- 個案學校A小學 --- p.455 / Chapter 7.4.2.2 --- 個案學校B小學 --- p.456 / Chapter 7.4.3 --- 協助推動工作 --- p.457 / Chapter 7.4.3.1 --- 個案學校A小學 --- p.457 / Chapter 7.4.3.2 --- 個案學校B小學 --- p.458 / Chapter 7.4.4 --- 小結 --- p.460 / Chapter 7.5 --- 本章小結 --- p.460 / Chapter 第8章 --- 變革能動者與持續學校改進量 --- p.464 / Chapter 8.1 --- 變革能動者對組織量的影響 --- p.464 / Chapter 8.1.1 --- 變革能動者對學校結構的影響 --- p.464 / Chapter 8.1.1.1 --- 賦權而不問責的領導結構 --- p.464 / Chapter 8.1.1.2 --- 學校時間結構包括進行和分享 --- p.467 / Chapter 8.1.1.3 --- 全體參與下的不同組合結構 --- p.470 / Chapter 8.1.2 --- 變革能動者對學校文化的影響 --- p.471 / Chapter 8.1.2.1 --- 建立組織身份有利學校定位 --- p.471 / Chapter 8.1.2.2 --- 維持和諧關係與亞文化的矛盾 --- p.473 / Chapter 8.1.2.3 --- 營造追求進步的氛圍，保持不斷改狀態 --- p.475 / Chapter 8.1.3 --- 變革能動者對技術和資源的影響 --- p.476 / Chapter 8.1.3.1 --- 外在變革能動者提供技術支援 --- p.476 / Chapter 8.1.3.2 --- 第一類變革能動者提供人力支援與物質 --- p.477 / Chapter 8.1.3.3 --- 擴闊教師視野有助多角度思考持續改進的方向 --- p.479 / Chapter 8.1.4 --- 小結 --- p.480 / Chapter 8.2 --- 變革能動者對群體能量的影響 --- p.480 / Chapter 8.2.1 --- 變革能動者對共同目標的影響 --- p.481 / Chapter 8.2.1.1 --- 共同目標起始於第一類變革能動者的個人願景 --- p.481 / Chapter 8.2.1.2 --- 成員廣泛參與討論有助共同目標的一致性 --- p.482 / Chapter 8.2.1.3 --- 外界的肯定進一步鞏固群體共同目標 --- p.483 / Chapter 8.2.2 --- 變革能動者對學習社群的影響 --- p.484 / Chapter 8.2.2.1 --- 校外變革能動者的支援有助內專業學習社群形成 --- p.485 / Chapter 8.2.2.2. --- 專業學習社群是一個動態歷程 --- p.487 / Chapter 8.2.2.3 --- 專業學習社群對教師自主的阻礙 --- p.488 / Chapter 8.2.3 --- 變革能動者對課程與教學的影響 --- p.488 / Chapter 8.2.3.1 --- 外在變革能動者提供課程與教學新趨勢 --- p.489 / Chapter 8.2.3.2 --- 第二類變革能動者策劃校本課程與教學發展 --- p.490 / Chapter 8.2.3.3 --- 第一類變革能動者為教學提供點撥 --- p.491 / Chapter 8.2.4 --- 小結 --- p.492 / Chapter 8.3 --- 變革能動者對個體量的影響 --- p.493 / Chapter 8.3.1 --- 變革能動者對教學信念的影響 --- p.493 / Chapter 8.3.1.1 --- 校外變革能動者引入新思維有助刺激教學信念 --- p.493 / Chapter 8.3.1.2 --- 個體教學信念受群體共同目標影響 --- p.495 / Chapter 8.3.1.3 --- 信念的形成是一個不斷實踐和反思過程 --- p.496 / Chapter 8.3.2 --- 變革能動者對教學實踐的影響 --- p.497 / Chapter 8.3.2.1 --- 變革能動者親自示範加速個體教學實踐 --- p.498 / Chapter 8.3.2.2 --- 第一類變革能動者參與教學促進個體實踐 --- p.499 / Chapter 8.3.3 --- 小結 --- p.499 / Chapter 8.4 --- 本章小結 --- p.500 / Chapter 第9章 --- 研究結論、貢獻與局限未來建議 --- p.504 / Chapter 9.1 --- 研究結論 --- p.504 / Chapter 9.1.1 --- 變革能動者的角色 --- p.505 / Chapter 9.1.1.1 --- 變革能動者的角色隨時間和情境轉 --- p.505 / Chapter 9.1.1.2 --- 不同變革能動者互相影響的因素 --- p.509 / Chapter 9.1.2 --- 學校能量建構 --- p.510 / Chapter 9.1.2.1 --- 變革能動者增加學校改進量的方法 --- p.510 / Chapter 9.1.2.2 --- 變革能動者對學校量建構的作用 --- p.511 / Chapter 9.1.2.3 --- 學校能量建構對持續改進的作用 --- p.512 / Chapter 9.1.2.4 --- 學校建構能量時遇到的問題 --- p.517 / Chapter 9.1.3 --- 對研究設計中概念框架的修訂 --- p.517 / Chapter 9.2 --- 研究的貢獻 --- p.518 / Chapter 9.2.1 --- 理論方面的貢獻 --- p.519 / Chapter 9.2.2 --- 實踐方面的貢獻 --- p.520 / Chapter 9.3 --- 研究局限和建議 --- p.521 / Chapter 9.3.1 --- 研究的局限 --- p.521 / Chapter 9.3.2 --- 未來研究建議 --- p.522 / 參考文獻 --- p.524 / 附件 --- p.563 / Chapter 附件一 --- 英文簡稱對照表 --- p.563 / Chapter 附件二 --- 訪談問題大綱（一） --- p.565 / Chapter 附件三 --- 觀察紀錄表 --- p.573 / Chapter 附件四 --- 訪談問題大綱（二） --- p.574 / Chapter 附件五 --- B小學全方位習參觀紀錄 --- p.583 / Chapter 附件六 --- B小學專題研習能力架構 --- p.584 / Chapter 附件七 --- B小學跨科協作架構 --- p.588

Lau, Pui Kwan = 兩所大學的故事 : 組織文化與通識教育改革 / 劉珮君. / Thesis (Ed.D.)--Chinese University of Hong Kong, 2011. / Includes bibliographical references (leaves 305-329). / Electronic reproduction. Hong Kong : Chinese University of Hong Kong, [2012] System requirements: Adobe Acrobat Reader. Available via World Wide Web. / Abstract also in Chinese. / Lau, Pui Kwan = Liang suo da xue de gu shi : zu zhi wen hua yu tong shi jiao yu gai ge / Liu Peijun.

published_or_final_version / abstract / toc / Education / Master / Master of Education

The research focuses on the strategies for financing of higher education within the context of the massification thereof in China. The year 1999 was a turning point for the development of Chinese higher education. In that year the Chinese government decided to expand its higher education system rapidly. Since then Chinese higher education has experienced explosive expansion. The student enrolment in the Chinese higher education system increased from 5.87 million in 1998 to 17.57 million in 2003. The gross enrolment rate in Chinese higher education increased from 9% in 1997 to 17% in 2004. Chinese higher education changed during this transition process from an elite to a mass system. During the expansion many problems emerged. These problems are related directly or indirectly to the issue of financing. Giving that China is still a developing country, how to resolve the financing problem is the key to the success of the transition from an elite to a mass system. Using a literature study and a qualitative inquiry, the research examined the general theories in the financing of higher education, the relevant experiences in the United States, Britain and India and the recent development of higher education financing in China. The study reveals that to ease the financial constraints, it is important to develop non-traditional institutions to lower higher education costs. China established a diversified adult higher education system that expanded at about the same rate as its regular institutions. The study also found that few governments can afford a mass system. Therefore, it is necessary to seek non-governmental funds by strategies such as introducing tuition fees and developing private institutions. However, the fee policy should be paralleled by the student assistance policies so as to reduce the inequality in higher education provision. It is believed that theoretical knowledge gained from the research could contribute to the integration of the theories on the financing of higher education within the context of massification thereof. / Educational Studies / D. Ed. (Comparative Education)

Research findings suggest clear differentiation of institutional identities through time. Before 1978 when China embarked upon a process of ambitions reform efforts, the typical image of a university was 'a university of the masses', which actually relegated them to a 'tool' for the powers that be. After the Cultural Revolution, universities adopted the role of a 'frontier' and a 'national builder'. However, with the presence of the state and its tight ideological control, universities around that time were labeled as 'socialist universities' under the leadership of the party. Since 1992, universities have become increasingly involved in the market as the 'market economic system' has been developed and China has become more active in the global economy. The logic of the market and its mechanisms are no longer novel to universities. A trend forward corporatization can even be identified in the higher sector. / Since the late 1970s, higher education has undergone significant reform across the world, from the Western countries to the Chinese Mainland. In the Chinese Mainland, a central theme in higher education reform has been the debate on the construction of organizational forms for higher institutions. / The concept of 'identity' is adopted as the focus of research. Organization theorists believe that an organization, like a person, has an identity in modern society. Organizational identity, moreover, is closely related to the state and the market. It is argued that an organizational identity is usually constructed as a result of the interaction between the institution, the state, and the market. In this context, the change and re-constitution of the identity of Chinese universities are explored. This study adopts the nattative approach and Peking University is selected as the case for study. / The major underpinning of the study is that China is still---by centralized administration. Between 1949 and 1978, the characteristics of universities were mainly constructed between the state and universities in the presence of a planned economic system and the absence of a market. Since the implementation of which the market was introduced to the higher education as a spere for exploration, the state has remained the most important and the most powerful 'stakeholder'. Thus, many characteristics of the corporatization of Chinese higher education differ from those in the West. Some superficial, or even distorted forms of corporation can be identified in China. However, little significant change has taken place in terms of the organizational structure and administration governance of higher institutions. (Abstract shortened by UMI.) / The purpose of this study is to explore what has happed to universities under reform and to depict the universities present today. It is hoped that the study can contribute to our understanding of the kind of change that have affected universities, and to help us reflect on past decisions, policies, and incidents. Dicusions change will further illuminate the complex relationships between the state, university and the market. / 羅雲. / 論文(哲學博士)--香港中文大學, 2006. / 參考文獻(p. 133-149). / Advisers: Nai Kwai Leslie Lo; Wing Kwong Tsang. / Source: Dissertation Abstracts International, Volume: 68-03, Section: A, page: 0907. / Electronic reproduction. Hong Kong : Chinese University of Hong Kong, [2012] System requirements: Adobe Acrobat Reader. Available via World Wide Web. / Electronic reproduction. [Ann Arbor, MI] : ProQuest Information and Learning, [200-] System requirements: Adobe Acrobat Reader. Available via World Wide Web. / Abstracts in Chinese and English. / School code: 1307. / Lun wen (zhe xue bo shi)--Xianggang Zhong wen da xue, 2006. / Can kao wen xian (p. 133-149). / Luo Yun.