台灣師資培育機構管理政策之研究

A Study on Management Policy of Taiwan's Teacher Education Institution

吳明杰(Ming-Jie Wu)

指導教授 ： 翁福元

國立暨南國際大學/教育學院/教育政策與行政學系/碩士(2007年)

https://doi.org/10.6837/NCNU.2007.00202

摘要

本研究主要透過對相關意涵、學理基礎、國外政策發展、相關議題與研究的分析，針對台灣師資培育機構管理政策之演變脈絡、相關問題以及國外政策發展值得借鏡之處進行探討，在整理相關發現後歸納出以下結論：
1. 台灣師資培育機構管理政策的走向與取徑，受到意識型態轉移的影響，區隔出三個重心皆有所不同的演變階段。
2. 在不同階段的政策取向中，皆呈現出政策的內涵在市場化與國家管理間的失衡，引發許多值得探討的問題，並各自成為政策重心轉移的動機。
3. 台灣師資培育機構管理政策在意識型態與政策重心的轉移過程中，缺乏完整管理體系的建立，降低管理政策執行上的有效性。
4. 師範校院的轉型與發展，在台灣師資培育機構管理政策發展過程中，不斷受到政府的關注與重視，但其際遇卻在各階段中呈現出兩極化的現象，其對未來發展與競爭力的培養受到相當大的考驗。
針對文獻分析所歸納之結論，為建構我國整體性的師資培育機構管理體系，增進其對提昇師資培育機構品質與師資素質的成效，就台灣現行的政策方向與國情現況提出以下可能的政策發展方向與建議：
1. 透過正視市場化管理政策所可能帶來的危機，以及導正師資培育機構管理的政策取向，發展管理政策在市場機制與國家管理間的均衡關係。
2. 透過設置「師資培育法」中對師資培育機構管理的專章，並以具體標準作為條文規範的內容，整合師資培育機構管理的準據法規。
3. 透過調整教育部師資培育審議委員會的定位、擴增其任務、以及賦予其實質的管理權限，使其成為專責的管理機關。
4. 透過師資培育評鑑標準的具體化，並且將其定位在師資培育機構品質的提昇，建立標準化與專業化的師資培育機構品質管控機制。
5. 透過保存師範校院既有特質與競爭優勢並提供其所需的協助，提昇對於師範校院管理政策的彈性，以彰顯市場化與多元化的精神。

關鍵字

師資培育機構 ； 管理政策 ； 市場化

並列摘要

Grounded on the basic concept, fundamental theories, policy development and related issues as well as research, the main purpose of this thesis is to discuss the management policy of Taiwan’s Teacher Education Institution, relevant issues along with implication learned from overseas evolution of this same context. From the abundant papers by noted researchers, I summarized the following conclusions：
1. There is ideology influencing the evolution of management policy of Taiwan’s Teacher Education Institution. Therefore three stages were evolved with different policy focuses.
2. In the policy orientation of all stages, the imbalance of policy contents occurred between marketization and national management is observed. Also the imbalance raises much attention and discussion which later becomes the motive of transferring on policy focus.
3. The lack of integrated management system on the evolution of management policy of Taiwan's Teacher Education Institution dilutes the effectiveness on policy execution.
4. Our government has been paying close attention to the transition and development of normal schools throughout the evolution of management policy of Taiwan's Teacher Education Institution, but their suffering were extremely opposite at the different stages which create big challenges to develop their competition in the future.
In order to construct a Taiwan's Teacher Education Institution management system of completeness and to enhance the effectiveness of the institution, along with quality of initial teachers, I, based on the conclusions summed up from the documents, propose certain perspectives regarding the domestic policy and current status：
1. Bearing in mind the potential risks which marketization of management policy may bring, in the meanwhile leading the policy to a correct path, to strike a balance between market mechanism and national management.
2. Through writing the exclusive chapters in “Teacher Education Law” embedding the concrete standard as contents of articles, to integrate legislation of the teacher education institution.
3. By adjusting the position of the Committee for Teacher Education in Ministry of Education, expanding its missions, and authorizing the essence of management, to reshape its awareness and function.
4. By making the valuation standard of teacher education more concrete and positioning it in the quality improvement level, to establish standardization and professionalism of teacher education in quality control system.
5. By preserving a speciality and competition advantage and offering the assistance needed in teacher education, to promote the elasticity of policies in managing the normal schools so as to demonstrate marketization and pluralistic spirit.

並列關鍵字

teacher education institution ； management policy ； marketization

參考文獻

一、中文部分

1. 大學教育改革促進會與振鐸學會（1992）。本會師資教育法草案請願書。學改會訊，9，6-11。

2. 王秀玲、林新發與鄧珮秀（2007）。我國中小學師資培育現況、政策與展望。教育研究與發展期刊，3（1），57-79。

3. 王保進（1998）。美國「全國師範教育認可審議會(NCATE)」認可模式對我國師資培育評鑑的啟示。國民教育研究學報，4，1-34。

4. 王保進與王麗芬（1999）。師資培育機構自我評鑑現況與改進途徑之分析。暨大學報，3（2），13-42。