| 英文摘要 |
Taichung Municipal Nantun Preschool is an independent preschool, converted from an early childhood nursery. Facing five challenges—organizational failure and disengagement, the impact of the pandemic and weak enrollment, outdated facilities and a negative image, disorganized and unclear planning and goals, and a closed system and conservative internal friction - the author took over as the director of the preschool in 2022, and implemented a total quality management (TQM) strategy in 2022. This strategy solved existing issues and addressed adjustments from four strategic perspectives: resource utilization, administrative management, team decision-making, and problem-solving. This study adopts an action research method. From the perspectives of decision makers, participants, and researchers, the author explores the transformation process with cohesion, professionalism, and sustainability as its core values and goals, and improved the quality of preschool from three parts: human quality management - reshaping organizational culture and dignity, system and resource quality management - integrating external relationships and revitalizing internal space, and results and service quality management - building brand image and social trust. Finally, during these three years of transformation, Nantun Preschool had achieved concrete and outstanding results in school management, policy contributions, and social impact. By sharing these practical experiences in the hope of providing a reference for preschool management and related research. |