香港的教育當局像其他西方國家的教育制度一樣，在面對教育體制日漸膨脹和學 校的應變能力下降時，其管理的模式就由「中央集權」轉為「權力下放」。香港的「學校管 理新措施就是在這前題下的一項「同時鬆緊相控」的管理改革，當中引入了很多經濟、商業 及工業管理學的知識和經驗。從微觀角度來看，這改革是成功的；但從宏觀角度來看，這改 革是尚未成功。本文回顧這改革在過去六年的實施狀況，分析其成效，並提一些建議予政策 制訂者和學校教育實踐者參考考，以圖改善管理改革的施行。

　　　　　In coping with the rapid expansion of the school system and in order to increase its adaptability, the Hong Kong Education Department as most education authorities in the Western countries decentralizes its management framework to enhance school effectiveness. The School Management Initiatives (SMI), a school-based management scheme, is a simultaneous loose-tight coupling reform in which lots of knowledge and experiences have been borrowed from those reforms in the economic, commercial and industrial sectors. Evidence from the past six years shows that the SMI has been successful at the school level, but not at the system level. In this paper, an attempt is made to evaluate the implementation of the SMI since its inception in 1991 and some suggestions to policy-makers and school practitioners are also made for their considerations if the school management reform is to be widely and successfully implemented before Year 2000.