論述高等教育經營策略分析：以內部品保系統與外部標竿系統之建立為例

The Construction of the Development Strategies of Higher Education：In Case of Internal Quality Assurance and External Benchmarking System

國內近年來高等教育的蓬勃發展，但從近年來一些數據上的顯示，也可能顯露高等教育發展所潛藏的缺陷。大量擴充大學及研究所的結果，台灣很可能要面對高教貶值的危機。回顧過去這十五年間，台灣四年制大學與學院增加近五倍，從29所增加至148所。大學生突破56萬人，人數佔同年齡（十八至二十一歲）人口比例的35％，今年（91學年度）大學的新生錄取率也逼近8成，而研究生則以每年一萬多名的速度增加，一些標榜著研究型大學更不遺餘力的將研究生與大學生比例拉到一比一。當然隨著校數的大量增加，各種有關高等教育的議題與研究也隨之增多，例如日前討論的台師大與台科大的大學整併的例子或台灣聯合大學策略聯盟一事，更將高等教育經營與運作白熱化與檯面化，我們可以感受到高等教育經營型態轉變，勢必隨教育改革與社會變化而有不同的因應策略。然而在討論其經營型態變化的同時，學校能否兼顧學校本身之特色，致力於基礎人力資源的培育與訓練工作。同時在學校數量的大量擴充後，各校的品質部份是否能有所突破也很重要，尤其是在這權力下放（decentralization）與強調學校自主性（autonomy）的時候，如稍有不慎，這行政權力是下放到各學校，自主性是增加許多，但也可能導致學校失去經營的重點；這短期對學校機構的經營與生存會有影響，長期上更會造成國內高等教育的人力流失，甚至於會產生對國內高等教育的認同危機。本文內容除了提出國內高等教育所需正視的議題外，尚針對目前高等教育的環境現況、大學院校本身的內部資源與外部環境的資料作分析，並依此提出內部經營策略分析與外部經營策略分析。內部經營策略分析主要以具體提出高等教育的品保系統（quality assurance system）它包括資源管理品保系統、教學品保系統與教訓輔品保系統，這三大系統將明顯地指出高等教育的根本還是在於人力與經費的管理。而外部經營策略分析主要以探討學校經營的標竿系統（benchmarking system），包括著教育成效標竿系統、研究成效標竿系統、服務成效標竿系統。最後就內部經營策略而言主要希望達到行政工作標準化與增加資源透明度，而外部經營策略主要希望學校能建立各自發展性指標，透過標竿效果進而達到學校本身之績效責任。

Higher education in Taiwan has been booming over the past years. However， the boom has revealed some critical issues underlying this expansion and even， caused a crisis of depreciation within higher education. Looking at the changes over the past 15 years， we find that there is nearly five hundred percent growth in the number of higher education institutions from twenty nine in 1987 to one hundred and forty eight in 2002. More than 560，000 students are registered as university students， which is estimated to be about 35% of the 18-21 aged population in Taiwan. The percentage of enrollment has reached to 80% while the number at graduate level has also been increasing for years. Some research-oriented universities are closing in on a one-to-one ratio between first-degree groups and graduate ones. There is no doubt that some strategies in higher education may have varied along with the growth and changes. Thus， strategic alliance becomes very popular to Taiwan’s higher education management groups. The success of alliances such as the one between NTNU and NTUST and the Taiwan Alliance University System obviously show the trend towards university unification. However， the quality assurance of higher education must become the main issue after strategic alliance. In particular， those university institutions emphasize decentralization and autonomy. This tendency would cause some universities to become less-efficient without planning. Furthermore， they would loss their enrollment to market competition in the short term， or even worse， a seriously detrimental impact on the quality of Taiwanese human capital in the long term.The aims of this paper are not only focused on the background review of higher education in Taiwan but also centered on development strategies analyses including Internal Development Strategy (IDS) and External Development Strategy (EDS). Internal development strategy covers the following three aspects: Resource Management Quality Assurance (RMQA); Instructional Quality Assurance (IQA) and Student Affair Quality Assurance (SAQA). The external development strategy discussed includes: the Educational Achievement Benchmarking System (EABS); the Research Achievement Benchmarking System (RABS) and Teacher Service Achievement Benchmarking System (TSABS). This paper concludes that internal development strategy can facilitate administration management system standardized and increase the transparent use of resources. External development strategy can help schools create their own development indicators. Institutions of higher education can modify their competitive strategies according to the comparison of indicators through the benchmarking system. Finally， the institutions can accomplish their accountability goals more efficiently and accurately.