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Please use this identifier to cite or link to this item:
https://tkuir.lib.tku.edu.tw/dspace/handle/987654321/31184
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| Title: | 學校組織文化與教育人員專業成長關係之研究 : 以國防大學管理學院為例 |
| Other Titles: | The relationship of school organizational culture and professional development of education faculty an example of management college, national defense university |
| Authors: | 朱元之;Chu, Yuan-chih |
| Contributors: | 淡江大學教育政策與領導研究所碩士在職專班
楊國賜;Yang, Kuo-shih |
| Keywords: | 組織文化,專業成長;Organizational culture,Professional growth |
| Date: | 2007 |
| Issue Date: | 2010-01-11 00:22:14 (UTC+8) |
| Abstract: | 本研究旨在探討軍事院校學校組織文化與教育人員專業成長關係之研究。首先瞭解軍事院校教育人員所知覺的學校組織文化，以及軍事院校教育人員專業成長的情形，其次探討不同個人背景變項、以及不同任教階層的軍事院校教育人員，其所知覺的組織文化與教育人員專業成長之差異情形，接著分析學校組織文化與教育人員專業成長之關係，並探究學校組織文化對教育人員專業成長之預測力。
本研究採問卷調查法，以自編之「學校組織文化調查問卷」及「專業成長調查問卷」，作為調查軍事院校學校組織文化及教育人員專業成長情形之工具，並以國防大學管理學院教育人員為研究對象實施普查，共分發106份問卷，實際有效樣本為106份，可用率為100％，所得資料採用SPSS 12.0 for Windows統計套裝軟體以平均數、標準差、t考驗、單因子變異數分析、積差相關及逐步多元迴歸分析等統計方法，進行資料處理；在訪談法上，係立意抽取3位教育人員，採自編之半結構性訪談問卷進行訪談。
本研究結論如下：
一、目前軍事院校學校之組織文化與教育人員專業成長之現況大致良好。
二、擔任教（師）官及行政職務之人員，對組織文化的知覺及表現較佳。
三、年齡在45-49歲、已婚、上校階級、20年以上年資、擔任教（師）官者，對專業成長的知覺及表現較佳。
四、任教不同階層的教育人員，對組織文化的知覺及表現無差異存在；任教深造教育班隊之教育人員，對專業成長的知覺及表現有顯著的差異存在。
五、軍事院校學校組織文化與教育人員專業成長為正相關。
六、組織文化對專業成長具有相當的預測力。
七、受訪者對於軍事院校組織文化及教育人員專業成長現況及其知覺程度，均與本研究之調查結果不謀而合。
本研究建議如下：
壹、對主管機關的建議
一、訂定明確的組織調併計畫。
二、訂定完善的輪調制度。
三、建立開放多元的學術環境。
四、鼓勵同仁研習，鬆綁進修限制。
貳、對軍事院校的建議
一、建立共同的願景及公正的人事制度。
二、強化校園的特色，重視典禮儀式。
三、充份給予教學自主權，減化行政流程。
四、多予鼓勵組織成員，加強低階人員磨練機會。
參、對軍事院校教育人員的建議
一、改善心智模式，參與團體活動。
二、參與學校發展，共塑未來願景。
三、積極充實進修，加強本職學能。
四、培養反省能力，謀求改善之道。
肆、對未來研究的建議
一、研究對象方面：擴大研究對象，研究結果將更具推論性與代表性，提高研究成果的外在效度。
二、研究變項方面：考慮納入更多的相關變項，如校長之領導行為、組織承諾、教學領導等等，將能獲得不同且更深入的結果。
三、研究方法方面：可採參與觀察、個案研究等方法，來取得更客觀的資料。
This paper aims to investigate the relationship of the organizational culture in military college with education faculty’s professional development. At first, we comprehended the perceptive organizational culture and professional development which among the education faculty in the military school. Then we probed into the variation of education faculty between different background and position and the forecast ability between the organizational culture and professional development.
Survey is the major method we used. We used the 「organizational culture query」 and 「professional development query」to collect the data. The education faculty in Management College of National Defense University is the survey object. The query usability is 100% cause that query had sent 106 copies, and retrieved 106. We conducted the data by SPSS , using various statistics including means 、standard deviation、t-test、ANOVA、product-moment correlation、and stepwise multiple regression. Besides, we interviewed three education faculty by non-structured interview query.
We reach the following conclusions：
1.The status of organizational culture and professional development is excellent in military school.
2.The consciousness and performance whose be drillmaster(schoolteacher) and administrative staff in organizational culture is better than else.
3.The consciousness and performance whose ages between 45-49、married、colonel、20 years upward seniority、server as drillmaster(schoolteacher) in professional development is better than else.
4.There is the same consciousness and performance who serve as different position, but the staff serve as further education has significant variation.
5.The correlation between organizational culture and professional development is positive in military school.
6.The organizational culture has well forecast ability to professional development.
7.The status and consciousness of interviewer in organizational culture and professional development has the same idea by coincidence.
There are some suggestion below：
1.To supervision organization：
a. Set up a clear and definite merging plan.
b. Set up a fair transferring system.
c. To establish a public and multiple academy circumstances.
d. To encourage faulty pursuing further education.
2. To military school：
a. Set up a common vision and fair personnel system.
b. To strengthen the campus characteristic and respect the ceremony.
c. To give enough decision-making power in education and reduce the
administration procedures.
d. To give more encouragement for staff and more endurance opportunity.
3. To educational faculty in military school：
a. To improve the mental model and participate team exercise.
b. To play a part in the campus development and set up a common vision.
c. To be active and pursue further education, enforce the own job ability.
d. To train the reflection ability, seek the improving methods.
4. To future research：
a. Object：To broaden the sample could make the research reference be more representative.
b. Variable：To subsume more related variable, such as principle’s leadership、organization promise、instruction leadership, could obtain different and deep conclusion.
c. Method：Adopting various methods, such as participant observation、case study, could obtain objective data. |
| Appears in Collections: | [Master's Program, Graduate Institute of Educational Policy and Leadership] Thesis
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