| Summary: | 碩士 === 國立中山大學 === 公共事務管理研究所 === 94 === To invest children is to invest the future of the country. Preschool education is to establish the basis of children’s future learning. Children stage is the key stage of the development of the personality. Parent’s feeding and teaching is basic for the growth of children. According to the transition of the society and the change of the family structure, double-salavy families increase. The public nursery perform the social welfare and take care the vulnerable children.
A school, facing the challenges of factors including lobby groups, liberation of education, and marketing education, has now to continue seeking for and developing a certain “sustainable competition edge” by mapping out visions and strategies in the quest of proper performance scale indices to guide and encourage the efforts from its members in achieving excellency in educational performance. The contexts of the balanced scorecard present the very scale index to transform the vision and strategy of an organization into four aspects respectively of finance, customer, internal flow, earning and growth. Meanwhile, through the scalable index to guide the exercise and control of strategies and to act out the strategies, the leader of the organization is able to more easily follow up the characteristics of the results of the strategies. Therefore, the balanced scorecard has become the hottest strategy control means in the time of knowledge economy.
This object of research is the public nursery Kaohsiung county Daliau Township and through the discussion of the balancecards to manage the effects and strategy of the public nursery.The process is: First of all, to discuss the developmental profile and the topic analysis the public nursery. As the subjects of the study started with SWOT analysis in the field of study, followed with the organization of a core team to establish a model of success for school to clarify and confirm the configuration of vision and strategy of the school. Then a mind-map was created to construct the strategy objectives. Based on the mind-map, the strategy map was built up to identify the feasible performance scale indices, and finally, options to follow through were concluded. The goal of this research attempts to develop a complete and robust strategic management system for the case study school that could convert strategy into actiorns.
The main conclusions of this research are followed:
1. Though being applicable to a school, the balanced scorecard must be readjusted for its configuration at the right timing.
2. Discover the problems of the case school: strategy was intangible and the case school lacked consensus of strategy; there was a gap between the development of a strategy and its implementation; the performance of strategy couldn’t be measured and get strategic feedback; and the performance measurement system didn’t link with strategy.
3. According to the problems the case school faced, this research uses a systematic method to clarify and refine the vision and strategy framework (the Model of Success) of the school at first, which consists of vision, mission, requirements of success, and guiding principles. Then, based on the Model of Success, BSC can be developed, which contains four perspectives of strategic objectives, measuresand action plans, to help the pulic nursery communicate and manage strategy.
4. The benefits to the case school from building BSC consist of clarifying and refining the vision and strategy and building consensus, implementing strategy well, monitoring the strategy and getting strategic feedback, and linking the
performance measurement system with strategy and establishing a complete BSC.
|
|---|
