A Study on the Strategy Map of an Educational Institution─ The Case of a Center for Teacher Education in Southern Taiwan

• Main Authors: Pao-YiTsai, 蔡寶儀
• Other Authors: Shih-Chieh Fang
• Format: Others
• Language: zh-TW
• Published: 2013
• Online Access: http://ndltd.ncl.edu.tw/handle/49efra

碩士 === 國立成功大學 === 企業管理學系專班 === 101 === Employing the Balanced Score Card (BSC) and Strategy Map, developed by Robert S. Kaplan and David P. Norton, as well as Analytical Hierarchy Process (AHP), by Thomas L. Saaty, as instruments, the study tries to find the better ways of performance management and business operation for the Center for Teacher Education of a Technology of University in the Southern Taiwan. The study finds that although the case Center, as an educational institute, is one of nonprofit organizations, it differs in two unique properties. The one is that the Learning and Growth Perspective is of special importance, that is, the teachers play a vital role to the achievement of the Center’s mission. The other is that, from AHP, two even higher perspectives can be identified: “human being’’ and “thing or matter”. The former weights more. This shows that the educators lay great emphasis on the human being perspective. The study also finds that all the aims can be classified under two categories: the primary and the supporting. Five more important aims, which closely connect with causality in the primary category, are the major force to achieve the case Center 's goals . The supporting category, with no relationship among, only acts as the base to the achievement of them. Key words: Balanced Score Card (BSC), Strategy Map, Analytical Hierarchy Process (AHP), Center for Teacher Education