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題名:國中校長權力運作策略、衝突管理策略與學校效能之關係:微觀政治分析
作者:林逸青
作者(外文):Lin-I-Ching
校院名稱:國立台北師範學院
系所名稱:國民教育研究所
指導教授:吳清基
學位類別:博士
出版日期:2003
主題關鍵詞:微觀政治權力運作策略衝突管理策略學校效能Micro-politicsExercise of power tacticsConflict management tacticsSchool effectiveness.
原始連結:連回原系統網址new window
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  • 被引用次數被引用次數:期刊(21) 博士論文(36) 專書(0) 專書論文(1)
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摘 要
本研究主要目的是從微觀政治的觀點,對國中校長校務領導的權力運作策略、衝突管理策略及學校效能之情況進行分析探討。
本研究所採的研究方法是個案研究法、訪談法、文獻分析法及問卷調查法。
本研究的結論如下:
一、不同背景校長的權力運作策略和衝突管理策略有所差異。
二、不同背景行政人員所知覺校長的權力運作策略和衝突管理策略有所差異。
三、不同背景教師所知覺校長的權力運作策略和衝突管理策略有所差異。
四、不同背景學校校長的權力運作策略和衝突管理策略有所差異。
五、校長提昇學校效能以專家取向權力運作策略最常用,模糊迂迴權力運作策略最少用。
六、校長會善用權力運作策略以提昇領導績效。
七、校長提昇學校效能以合作統整型衝突管理策略最常用,負面消極型衝突管理策略較少用。
八、校長會適度運用衝突管理策略化解衝突提昇學校競爭力。
九、校長會在行政領導表現、教師教學品質、學生表現及家長社區支持等方面顯現學校效能。
根據研究結論,提出下列建議:
一、對教育行政機關的建議:1.建立校長證照制度並提供完整的職前訓練。2.修法廢除學校教師會或輔導教師會朝正向發展。3.校長的遴選委員應專業並客觀公平。4.建立完善公正的校務評鑑機制。5.實施公平客觀專業的校長遴選制度。6.提供校長進修成長的機會以提昇其專業知能。7.賦予校長適當的權力使能權責相稱。
二、對校長的建議:1.校長應進修增強個人專業知能並善加運用專家取向權力運作策略。2.校長應合理的分配資源與工作。3.校長要善用運用合作統整型衝突管理策略。4.校長要做好時間管理並注重自我身心的照顧。5.校長應建立良好的互動關係。6.校長應帶領同仁建構共同的目標與願景。7.校長應保持敏銳度與觀察力。8.校長應建立學校成為策略聯盟的組織以提昇競爭力。
三、對未來研究的建議:1.在研究方法方面著重質性研究。2.研究對象除了校長、行政人員及教師以外,尚可擴及學生、家長與社區人士等。3.在研究內容方面可從微觀政治的觀點分析討論行政人員、教師和家長的行為。
Abstract
The main purpose of this research is to analyze, from the viewpoint of micro-politics, the exercise of power and conflict management tactics conducted by principals in junior high schools, and to explore their relationship with school effectiveness.
This research methodically adopts case studies, personal interviews, analysis of documentaries, and survey questionnaires; and concludes the following findings:
1. The exercise of power and conflict management tactics adopted by individual principals vary significantly from the demographic characteristics of school principals.
2. The awareness of a principal’s exercise of power and conflict management tactics varies significantly among school administrative staffs due to their demographic characteristics.
3. The awareness of a principal’s exercise of power and conflict management tactics also varies significantly among teachers due to their demographic characteristics.
4. The exercise of power and conflict management tactics adopted by individual principals vary from the characteristics of the school.
5. To increase the school effectiveness, the power most often used by school principals is to exert power, but indistinct implicative powers are rarely used.
6. Principals tend to exercise their powers in order to promote the effectiveness of leadership in schools.
7. To increase the school effectiveness, the conflict management tactic most often used by school principals is the cooperative problem-solving tactic, but negative tactics are rarely used.
8. School principals indeed improve school effectiveness through conflict management by using various tactics.
9. School principals demonstrate school effectiveness by the overall performance of the administrative leadership of the principal, the teaching quality of the teachers, the students’ learning, and the supports from students’ parents.
Finally, this research raises several suggestions to three groups:
1. Suggestions to government departments in charge of education affairs:
(1).Grant professional certificates to school principals and provide them with pro-job training.
(2).Give new objectives for teacher committees in school or dismiss it by amending the existing law.
(3).Specify professional qualifications for members of the principal appraisal committee and set out the fair policy for principal appraisal.
(4).Set up a fair system for school performance appraisal.
(5).Implement an objective and fair appraising procedure for school selection.
(6).Promote principals’ professional knowledge by providing on-job training or studies.
(7).Enhance the authoritative position of school principals to match their job tasks and responsibilities.
2. Suggestions to existing school principals:
(1).Increase your own professional knowledge by life-long learning in order to promote the exertion of power on the job.
(2).Allocate resources and assign jobs in the spirit of fairness.
(3).Enhance conflict management skills to create a cooperative working environment.
(4).Be skillful in time management and maintain a good physical condition.
(5).Interact with social communities and have a good public relationship.
(6).Set school goals and visions together with subordinates.
(7).Be sensible in the workplace.
(8).Promote school competitive abilities by building strategic alliances with other organizations.
3. Suggestions to those who are interested in further studies in the related fields:
(1).Application of qualitative research in the related studies is important.
(2).In addition to school principals; students, parents, and even key community members are recommended study targets for further studies.
(3).Besides the school principal, micro-political analyses and research can also be carried out on the school administrative staff, teachers, and students’ parents.
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