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|Other Titles: ||A case study on the process and impacts of a school merger in Taipei county|
|Authors: ||秦嘉;Chin, Chia|
|Keywords: ||小型學校;學校整併;small school;school merger|
|Issue Date: ||2010-01-11 00:11:48 (UTC+8)|
This study is mainly based on a school merging case of a small remote elementary school in Taipei County through which the formulating of the small school merging policy and the merging process of the observed school were discussed in depth.
Numerous observations, interviews, and document analysis were conducted to investigate the influence of the merging process. Consequently, a concrete conclusion was drawn and constructive implications proposed.
Through the stratified non-probability sampling method, the interviews conducted for this study involved people from educational administrative staffs, principals, teachers, parents, students, and individuals in the community. All the interviewees were interviewed in a way that a semi-structured guideline was used.
Data analysis of documents, observations and interviews yielded the following conclusions:
1.Small schools in Taipei County had made an effort to develop a characteristic school whereas merging policy was framed to keep educational goals coherent to the essence of education and the utilized resources wisely.
2.The merging of small schools in the district took into consideration factors like students’ learning performance, teachers’ professional practices, and balance of educational resources. The process tended to be relatively mild and gradual, adhering to the principle that system reform substitutes for school abolition.
3.The system reform plan was initiated by representatives of local assembly and all else concerned, mandating the plan to be practically and thoroughly conducted and accompanied by localized supplementary measures.
4.The supplementary measures promoting the merging of small schools in Taipei County beared notions that both school staff’s working right and students’ schooling right should be taken into consideration. Besides, the promotion of school administration and management has been thoroughly reviewed.
5.In spite of all the difficulties and resistances encountered when the target school performed the merging plan, consensus and supporting measures were successfully reached and produced through active communication among schools.
6.Although taking over administration of the school being merged and its travel study affair, the dominant school does not seek to recruit new staff or reduce teaching hours for staff who deal with both teaching and administration at the school.
7.The merging school provides students with multi-learning environment and broad learning prospects that in turn promote interpersonal learning and teamwork development; however, there is no noticeable positive effect on students’ academic performance.
8.The merging of small schools have limited influence on the development of local community, nevertheless, the advocate to develop a featured school do stimulate the community economy in its district as well as raise the value of social education.
9.The merging of schools also offered a way to save educational expenses, achieving greater efficiency in the utilized educational resources .
|Appears in Collections:||[教育政策與領導研究所] 學位論文|
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