以平衡計分卡的概念探究高教機構的策略管理──南部某大學之個案研究

Strategic Management and Higher Educational Institutions - A Case Study by Using BSC Concept.

教育部在1994年至2005年間實行高等教育普及化的政策，使大專校院數量暴增一倍以上，而在少子化的趨勢下，大專校院的競爭愈形激烈。1998年之後，出生率持續呈負成長，到2010年又創下出生率7.21％新低，新生兒僅16.6萬餘人，直到2012年才趨於和緩。從出生人口數據來預測，2016年即將面臨的大學倒閉潮，恐怕是才剛開始，到了2028年時，大學生生源將銳減一半，屆時恐怕有四成以上大學必須面臨關門危機。而就個案學校而言，應如何建構組織策略、強化競爭優勢，突顯治學的特色與定位，吸引學生以確保學校永續經營？本研究希望在個案學校既定的願景、目標及策略中，導入平衡計分卡（Balanced Scorecard，BSC），使其凝聚策略共識，整合組織內外資源，並將策略轉化為具體行動，協助其達成「臺灣專業技術教育與應用的領航者」之願景，確保其永續經營之目的。

Since Ministry of education executed the policy of Popularization of higher education from 1994 to 2005, the number of college doubled. Under the low birth rate, the college compete each other intensely then ever. From the year1998, the birth rate declines gradually every year and the lowest birth rate 7.21% occurred in 2010, the newborn baby were about 166 thousand, it towards stable until 2012. According the to birth data, I’m afraid that the situation of college shut down wave just begins. Cause the source of college students sharply half in 2028, at that time, 40% college will face the crisis of shut down. For the case schools, it is important that how to establish organization policy, strengthen competitive advantage, highlight scholarship features and orientation, and recruit students , to make sure school sustainable develop. This research hopes the case schools use Balanced Scorecard(BSC) applied to original vision, goal and policy, to unite the policy consensus, organization resources, and put the policy into practice, to achieve “the Leader Taiwan professional technology education and application ”