本研究旨在探討非營利組織與偏鄉學校協力合作,改善辦學問題歷程之產出形式、採用策略、投入模式,以及動態效應,並依以評估、擬訂兩造之間具體可行的公私協力關係與規劃。研究設計係採質性之個案研究法與敘事分析取向,資料蒐集方法為半結構深度訪談、參與觀察和文件分析;茲歸納研究結論摘要如下:(一)具體可行之非營利組織協力改善偏鄉學校辦學問題的產出形式:1.排除公私協力理論;2.雙方主管同處同時求學的私人關係;3.長時間觀察後才加入公私協力;4.非營利組織是為參與協力教育工作而申請設立。(二)具體可行之非營利組織協力改善偏鄉學校辦學問題的採用策略:1.長時間蹲點策略;2.担任校務發展顧問策略;3.以慈悲利他為精神參與策略。(三)具體可行之非營利組織協力改善偏鄉學校辦學問題的投入模式:1.顧問諮詢投入模式;2.關懷激勵投入模式;3.外部募資投入模式。(四)具體可行之非營利組織協力改善偏鄉學校辦學問題的動態效應:1.協力行為投入資源裁量的轉折;2.刺激同區同型學校的協力意願;3.教導處主管更替後的連鎖效應。
This study aims at analyzing the main problems of school management in remote areas, and to explore the characteristics and effectiveness of cooperation of school management between rural case schools and non-profit organizations. The qualitative case study was conducted to collect resources, using semi-structured interviews and document analysis. The conclusions are summarized as follows: 1. Main Problems of School Management in Rural Case Schools: (1) Students' academic achievement: Students' low academic achievements in the Comprehensive Assessment Program for Junior High School, insufficient willingness and motivation to learn are, insufficient faculty, unqualified teacher specialties, weak academic ability at the elementary school level, disturbance of rural community culture, parental socioeconomic and disciplinary difficulties, and inadequate cooperation from external resources. (2) Student behavioral discipline: The misleading concepts of parents, inappropriate school incentives, deviations of moral education teachers, socialization via temple culture, misleading values through the mass media, and lack of public sector resources. (3) Faculty professional development: The unclear Government's policy, the biased views on empowerment, the misplacement of school authority and responsibilities, the principal's insufficient concerns, and teaching effectiveness which was overlooked by teachers. (4) School administration: the conflicts in teams, hard-to-deal with problematic teachers, under-allocation of human resources, principal's unstrengthened leadership, shortage of students for some reasons, poor interaction with students' families, and unclear funding strategies. II. Characteristics of the Collaborative Course of School Management in Rural Schools (1) Characteristics of output form: excluding the theory of public-private cooperation, private relations between the two sides of supervisors, and a long time observation before having a non-profit organization to participate in school affairs. (2) Characteristics of strategy adoption: long periods of time spent at work, acting as a school affairs consultant, and participating with compassion and altruism. (3) Characteristics of input mode: consultant consultation mode, caring incentive mode, and external fund-raising mode. (4) Characteristics of dynamic feedback: investment discretionary turnaround, stimulation of cooperation with other schools, and effect of supervisor turnover. III. Specific effectiveness of public-private partnerships (1) Specific students' learning achievements: strengthening teachers' innovative teaching and optimizing behaviors through five ways of life education. (2) Specific effect of student behavioral discipline: parent-school cooperative effect, and the reduction of deviant behaviors via community activities. (3) Specific effect of faculty professional development: teachers' mutual benefit and willingness supported by sponsor resources. (4) Specific effect of school administration management: input resources as solutions of problems, effective initiative s of the school affairs consultant, strengthening administrative team, and full attention to student family interaction. Finally, suggestions are proposed for the relevant stakeholders and follow-up studies according to the results of the study.