偏遠小校推動學校特色課程之困境與因應策略分析

A Case Study of Analysis the School Strategies that Principals Promote Special School Curricula to Coping the Trend of Declining on Birth Rate

因應少子化的社會，為了順利招生，也讓學校能在教育界建立良好的口碑與信譽，發展學校特色儼然成為各校校務發展首要之務。為了深入探究個案學校推動特色課程發展之策略，本研究以臺中市某國小校長推動學校特色課程為研究對象，採取質性研究法，藉由訪談和觀察的資料蒐集方式，經由對資料的分析與討論、探索反省與啟示。研究結果發現個案學校推動特色課程發展的作為包括：特色行銷、轉型領導運用人才管理、溝通學校願景貫徹執行力、闡述辦學理念追尋實踐教育革新、調整處室輪調機制提昇學校績效、塑造組織文化、建立友善關懷的環境、善用策略聯盟等。雖然面臨少子化趨勢，個案國小校長和全體學校同仁齊力耕耘深受肯定，因此全校學生都還能維持在百人以上。尤其校長領導的策略，十分符合轉型領導的理念，其推動特色課程發展之策略尤其值得學校發展特色課程之參考。

How do schools develop special curricula to recruit successfully students in the trend of falling birth rates in Taiwan? School leaders must be aware of the trends and establish special strategies to strengthen the recruitment， credibility as well as reputation. All these phenomena demonstrate that particular leadership practices can achieve these outcomes and it is concluded that school leaders remain of crucial importance for continued improvement of education.
This study uses the qualitative research method， through observation， interview， data collection and analysis to explore the development of special programs such as: establishment characteristics of school marketing， employment talents in leadership transition， communication in the school vision implementation， construction of the educational philosophy of practical educational reform， shaping organizational culture， making a friendly school environment. A skilled teacher team and well-supported school Principal can help foster a sense of ownership and purpose in the way that special curricula will enhance the attractiveness of the profession and will improve the quality of the classroom teaching practice. Teachers who work together in a meaningful and purposeful ways have been found to be more likely to remain in the profession because they feel valued and supported in their work.