大學校院標竿學習運作機制之研究

Abstract

為適應全球化快速轉變，高等教育的世界正在迅速發生變化，大學不得不有新的經營管理思維接受挑戰。為回應這些轉變及新環境的不確定性。大學採用源自企業理論的「標竿學習(Benchmarking)」經營管理技術，著重在改善的精神，其宗旨就在大學因應對環境的不確定性。目前臺灣大學校院在經營上面臨越多複雜的問題，若依據過去經驗為基礎的管理哲學顯然不足。本研究旨在探討大學推動標竿學習運作機制，從其發展背景動機、規劃、執行、困境、考核與成效等大學標竿學習運作面向進行探討。經研究分析結果顯示，大學推動標竿學習許多成效，其一便是結合大學校務研究(IR)，進行標竿數據分析、知己知彼，並與標竿學校深入交流，建立更多合作可能性，再者將標竿學習資料累績為校務資料庫，提高大學管理者預測及決策長效性，最終以獲取大學卓越辦學與永續經營願景。

本研究以半結構訪談法為主，針對本研究主題，選取訪談對象，其選取方式以立意取樣為主及滾雪球抽樣為輔，篩選出六間訪談大學，共14位訪談者，分別是各公私立大學領導人與推動標竿學習業務一級主管。此外，本研究屬於策略規劃、機構經營管理及高等教育政策分析等「教育」與「企業管理」跨領域議題範疇，另邀請3位標竿學習相關領域專家學者參與研究，俾利探究本研究之目的。

研究者綜合文獻及訪談資料，得到結論如下: 一、【背景與動機面】大學標竿學習機制在推動前必須充分考量環境背景因素與大學動機需求。 二、【規劃面】大學標竿學習運作機制是一系列策略管理計畫，其運作流程可從「規劃、探尋及篩選、分析、執行、考核與成效應用」五項階來段著手。 三、【規劃面】大學推動標竿學習之策略規劃要件包含：明確願景目標、領導者支持、組成執行團隊、確認學習對象與標的、結合外部計畫、盤點內部資源、及凝聚成員共識。 四、【執行面】大學推動標竿學習運作策略，內部組織以「建構學習型大學」為目標，並連結校內教與學及國際化計畫，且強化與標竿對象合作關係。 五、【執行面】目前大學標竿學習運作類型多元，多類型相互併用，能補足大學發展眾多領域需求。 六、【推動困境面】大學推動標竿學習運作機制，包含大學機構內外資源及實際操作面等問題，推動標竿學習最大阻礙，尤以「人力」影響甚大。 七、【考核面】大學推動標竿學習運作，儼然是一套「品質改善」與「績效考核」功能兼具之機制。 八、【成效應用】大學推動標竿學習，對內作用促使校內成員共同參與創新；對外作用可深化與標竿學校關係，並提升大學自身國際聲譽與建立品牌形象。

最後，基於研究發現與結論，提出對我國之大學校院、教育主管機關與未來研究之具體建議。本研究所提出之結論與建議，希冀對各界推動標竿學習作業及規劃機構經營策略有所貢獻。In order to adapt the rapid changes of globalization, universities must have a new management thinking to face all kinds of challenge. In response to these shifts and the uncertainty from environment, universities adopt "Benchmarking" derived from enterprise theory. Its’ function focus on the spirit of improvement and its purpose is for universities to respond to environmental uncertainty. At present, Taiwan universities face more and more complex problems in university management because their management method based on past operational experience is obviously inadequate. The purpose of study is to explore “benchmarking operational mechanism of universities” from the perspective of background, motivation, planning, execution, difficulties, assessment, and effectiveness. The study analysis shows many results to promote “benchmarking operational mechanism of universities”. That effectiveness is included to make use of institutional research (IR), caring out benchmarking data analysis and to cooperate with “benchmarking partner” closely and to establish database for improving prediction and decision-making of university administrators. Finally, its achievement is to obtain the university's excellence and sustainable management.

This study is based on semi-structured interview method. In order to research’s subject, total 14 interviewees (including leaders of universities and directors of promoting benchmarking) were selected from six public and private universities by purposeful sampling and snowball sampling. In addition, the study belongs to cross-disciplinary issues of "education" and "enterprise management" such as strategic planning, institutional management, and higher education policy analysis. Hence, there were three experts invited to participate in the research.

Based on the research purposes and findings, the following conclusions are drawn: 1.【Background and Motivation】In order to promote benchmarking mechanism of university, it will be fully considered social environment, university’s background and motivation during the pre-work phase. 2.【Planning】Benchmarking operational mechanism of universities is a series of strategic management plans. There are five operational stages from "planning, exploration and screening, analysis, execution, assessment and effectiveness application". 3.【Planning】The most important strategic planning elements for promoting benchmarking operational mechanism of universities are included: to formulate a clear vision and goal, to have full support from leaders, to form an executive team, to set up learning targets and fields, to get external program support, to integrate the university’s internal resources, and gather the learning consciousness from university members. 4.【Execution】There are many strategies for promoting benchmarking operational mechanism of universities, including to build a learning university, to link school internal plans and to strengthen cooperation with benchmark partner. 5.【Execution】Many diversified types for benchmarking operation mechanism of universities are used in conjunction with each other, which can complement the needs of university development in different fields. 6.【Difficulties】The difficulties for promoting benchmarking operational mechanism of universities are included from internal and external resources and practical operation. Its biggest obstacle for promoting benchmarking is human interference. 7.【Assessment】Benchmarking operational mechanism of universities can combine both funtions included to evaluate quality improvement and performance assessment. 8.【Effectiveness】The effectiveness for promoting benchmarking operational mechanism of universities: Internally, it can be used to enable school members to participate in innovation. Externally, it can deepen the relationship with benchmarking partner, enhance the university’s own international reputation and establish their brand image.

Finally, based on research findings and conclusions, specific recommendations are provided for universities, education administration authorities and as well as for future studies.