- 學位論文
大學學院組織管理、院長領導角色與學院組織效能關係之研究
A Study on the Relationships among Organizational Management, Deans’ Leaership Roles, and Organizational Efectiveness at University’s College Level
摘要
本研究旨在瞭解大學教師對學院組織管理、院長領導角色及學院組織效能的現況及其影響關係，採用問卷調查法，以自編之「大學學院組織管理、院長領導角色及學院組效能知覺調查問卷」為研究工具，針對臺灣地區大學（未包含學院、專校）學院教師進行抽樣調查，有效樣本為302份，有效回收率為12.58%。針對本研究目的及研究問題，運用描述性、卡方自動互動檢視法、相依樣本單因子變異數分析、t考驗、皮爾森積差相關、淨相關、迴歸分析、結構方程模式等方法進行分析。 根據研究發現，歸納出以下結論： 一、大學教師知覺學院組織管理以合議式為主，官僚式次之，且企業式管理理念仍待加強；不同背景變項如學校性質、學院學門、性別、學校地區影響教師對學院組織管理實踐度知覺的分數。 二、大學教師肯定學院院長「經紀者」、「監控者」領導角色的運用，「指導者」、「改革者」、「促進者」、「協調者」則待加強；不同背景變項如性別、學校地區、學校性質、學院學門、院長產生方式、學校學生人數、年齡，影響教師對院長領導角色實踐度知覺的分數。 三、大學學院組織以「教師教學」、「行政運作」效能較佳，仍待改善的是「組織創新」及「永續發展」；不同背景變項如學校學生人數、學院學門、職級、學校性質、學校獲政府補助、院長產生方式，影響教師對學院組織效能實踐度知覺的分數。 四、「官僚式」、「企業式」學院組織管理對院長領導角色、學院組織效能各層面具有顯著且正向的預測關係；反之合議式管理僅對若干層面具有正向的預測關係。 五、學院院長「促進者」領導角色對學院「行政運作」、「研究發展」、「組織創新」、「永續發展」具有正向預測效果。 六、院長領導角色在學院組織管理、學院組織效能影響模式中具有中介效果，即學院組織管理透過院長領導角色的有效運用，能提升學院組織效能。 根據上述研究結論，本研究提出若干建議供教育主管行政機關、大學經營與管理者即後續研究者之參考。
並列摘要
This study aimed to analysis status and relationships among organizational management, deans’ leaership roles, and organizational efectiveness at university’s college level. Survey research was conducted and “Oganizational Mnagement, Dans’ Leadership Rles, and Oganizational Eectiveness at Uiversity’s College Lvel Questionnaire”was used as the study tool. The subjects were teachers at university’s level in Taiwan. Totally 302 samples were collected. The questionnaires response rate and availability was 12.58%. The data was analysis by dscriptive statistic, CHAID, ANOVA(dependent samples), t-test, Pearson’s poduct-mment Correlation, prtialcrrelation, regression, and SEM. The research conclusions were as follows: 1. The “collegiality”was the highest of university teachers’ perceptions of organizational management at college level, the “bureaucraacy”were the second, and the “corporate” were needed to be improved. Significant difference such as type of institution, college/faculty, location and gender were found on university teachers’ perception of organizational management. 2. The “broker” and “monitor” was the highest of university teachers’ perceptions of deans’ leadership roles. And the “director”, “innovator”, “facilitator”, and “coordinator” were needed to be improved. Significant difference such as type of institution, college/faculty, location, gender, how deans are appointed, size of university and age were found on university teachers’ perception of deans’ leadership roles. 3. The “teachers’ teaching” and “administrative arrangement” was the highest of university teachers’ perceptions of organizational effectiveness at college level. And the “organizational innovation”and the “sustainable development” were needed to be improved. Significant difference such as type of institution, college/faculty, how deans are appointed, size of university, position, and strategically funded by government were found on university teachers’ perception of organizational effectiveness. 5. There were significant relationships between thte collegiality/bureaucracy and deans’leadership roles/organizational effectiveness at collegelevel. On the other hand, there were less significant relationships between collegiality and others. 6. There were significant relationships between the facilitator and dimensions of administrative arrangement, research development, organizational innovation and sustainable development. 7. The deans’leadership roles were as mediator between organizational management and organizational efectiveness at university’s college level. Organizational management by effective deans’ leadership could promote organizational effectiveness. According to the above conclusions, some suggestions were offered to the education administration authority, univetsity managers, and the further studies.