本研究之目的在探討台灣地區辦學績優之私立高中董事會組織型態及學校經營策略，分析與比較不同之私立高中董事會組織型態對學校經營策略之影響。 本研究採個案研究法，以七所私立高中董事會為對象，進行個案研究，運用文獻分析及訪談方式，蒐集研究的相關資料。 本研究得到以下結論： 壹、校長遴選策略：（一）校長的辦學理念須與董事會契合（二）校長之續任與否視校長辦學表現（三）校長候選人產生方式，均由董事推薦，彼此協商，再開董事會合議。 貳、公共關係策略：（一）董事會與校長、教職員均採取正式及非正式的溝通機制，但以私人捐資或企業型董事會之董事會與學校的互動較為密切（二）董事會對外之公關或與社區的互動有不同的型式。 參、校務監督策略：（一）校務計劃的規劃及重大規章制度之研議，均由校長提出後，再由董事會審議（二）董事會均不參與教學及行政評鑑，但關心的程度及方式有所差異（三）不同的董事會組織型態下的學校，招生及行銷策略之規劃與執行有所差異。 肆、財務監督策略：（一）企業團體捐資辦學之董事會捐款能力較其它型態董事會充裕，亦全權負責籌措校務資源（二）各董事會積極訂定退休金制度，但私人捐資或企業捐資型董事會核撥之教師獎勵金較高（三）董事會對學雜費之調整僅站在審查立場，調整與否各校均設有審核小組或委員會討論；不同的董事會組織型態下，財務監督方式卻均一致。 根據上述結論，本研究針對教育行政主管機關、私立高中經營管理者及後續研究者提出下列幾點建議： 壹、對教育主管機關的建議：一、鬆綁私校學費的管制，建立市場機制；二、政府應積極對私校的家長實施補助。 貳、對私立高中經營管理者的建議：一、董事會與校長間應互重、互信與包容；二、董事會除了訂定合理的教師薪資制度，透過各種福利的釋出，表現對教職員的善意，更應建立正向積極的組織氣氛；三、學校經營者宜因應社會潮流的趨勢及家長的期待，適時調整學校經營策略。 叁、對私立學校的建議：一、私立學校校長的遴選應以校長的辦學理念相合為前提，校長之續任與否以辦學表現為依據；二、學校辦學，應以滿足學生、家長的需求為最主要考量；三、在政府管制及少子化的衝擊之下，私立學校應適度調整經營策略因應。 肆、對後續研究的建議：一、擴大研究樣本；二、研究對象的調整。 Abstract: This study aimed to explore the influence of the organization structures of the board of trustee upon school management strategies in private senior high schools. The study takes case study chiefly. After literature review, the researcher finishes the interview guideline which is made up with two parts--the board of trustees’ organization and school managements strategies. Then, the interview guideline is revised according to the experts’ opinions. The interview is under taken after the revised guideline and is finished by two scholars. Semi-structured interviewing is taken as the main tool to require more information. After analyzing the data, the researcher generalizes some conclusions: 1. the headmaster selection strategies: (a)Running a school successfully has already become an important norm of being a school principal, and it is also the basic requirement for them to extend their contract. (b)Educational vision is the most important factor of the principals selection. 2. public relations strategies: The board of trustees create official and non-official communication channels with teacher and school administrator. 3.school activity supervision strategies: Different organization structures of the board of trustee make significant effect to school activity supervision strategies. 4.financial management strategies： (a)Enterprise-aimed trustee had higher fund raising potential. (b) Different organization structures of the board of trustee make no significant effect to financial supervision ways. This study concluded with several suggestions for the ministry of education and private senior high school managers, as well as for researchers for further studies.
