社區大學組織能力及其成效之研究－以宜蘭社區大學為例

NHUIR > College of Management > Department of Business Administration, Master/Ph.D Program in Management Sciences > Disserations and Theses(M. A. Program in Nonprofit Organization Management) > Item 987654321/21573

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Title:	社區大學組織能力及其成效之研究－以宜蘭社區大學為例
Other Titles:	A Study on Organizational Capacity and Effectiveness For The Community University--The Case of I-Lan Community University
Authors:	盧葦洋 Lu, Wei-yang
Contributors:	非營利事業管理研究所呂朝賢 Chao-hsien Leu
Keywords:	方案擴大能力;社區大學;調適能力;方案傳送能力;組織能力
Date:	2004
Issue Date:	2015-06-16 15:45:24 (UTC+8)
Abstract:	國內社區大學蓬勃興起，象徵著過去以往，台灣對於成人的教育太過忽視，不僅提供成人完成高等教育的資源少，而且國人對於成人學習的認知仍停留在為需要而學習、為休閒娛樂而學習的態度上，以至於在知識經濟時代，多元化的知識衝擊下，已讓社會大眾感受到「知識落差」的遺憾。因此，社區大學在黃武雄、顧忠華、林孝信等人倡導下，以「知識解放、社會改造」為理念的這股社區大學辦學風潮，為民請命，期望政府及社會應重視成人的受教權、重視民眾結社實踐有意義與價值的社會改造運動，來達到理性成熟的公民社會，目前，上述學者皆認為台灣還有段路要努力，而且是「今天不做、明天會後悔」的基礎建設。　　　宜蘭社區大學從創設至今，四年多的經營已截然有成，從辦學開課、接辦專案等能力來看，一個為數僅有十餘名的行政團隊，要經營二千多人的師生，要承辦來自政府部會的有關專案，要與民間團體互動來整合完成上述工作，其組織能力何以完成？這是本文所要探討的重點。Fukuyama（1998）提出「信任」以及「社會資本」的概念，可以適用於本文所要探討的非營利組織能力的內涵，概一個非營利組織能建立在以往所連結豐富的「社會信任」與「社會資本」上，來從事社會運動或倡導社會改革，都會產生澎湃洶湧的浪潮，因為群眾相信他們所相信的人或組織。本文在檢視宜蘭社區大學組織能力時，正好從其地域性文化與組織領導者風格，看到了廣泛深結的社會網絡關係間的「社會信任」與「社會資本」。由此得知，組織能力若能與「社會信任」與「社會資本」概念結合，則將更獲得社會大眾支持與參與，則對組織而言將更有力量去發展與茁壯。　　　本文在蒐集資料與訪問之後，筆者查閱非營利組織能力文獻，決定以組織能力作為檢視宜蘭社區大學論述主軸。本文以組織能力的角度切入，探討宜蘭社區大學，以服務方案傳送、擴大方案、調適等能力做為組織能力展現的檢視；由於組織是一有機體，是動態的，並受組織內、外在因素影響，其組織能力的良窳、強弱皆與內、外在因素的影響有關，是故組織能力如何建立、展現？能力的建立又與何有關？組織能力如何達到組織效能？等，這都是本文所要探討瞭解的重點。　　　本文經研究後發現：　　第一、宜蘭社區大學對外網絡關係良好，參與投入宜蘭社大開課辦學的師資、非營利組織甚多，有助於其成為社區教育資源中心，有能力進行開課辦學服務方案傳送。　　第二、宜蘭社區大學由於辦學成效良好，且張校長深獲縣長、董事長信任，肯定與支持，因而，宜蘭社大能承接中央部會、縣府等專案，除了前述原因外，尚有堅強的組織能力為其後盾。　　第三、歸結宜蘭社區大學組織能力的強點，計有：地域文化的特色、地方非營利組織的認同與協力、張校長以往豐富人脈網絡與領導風格、辦學行政團隊的活力與創新、公部門的支持與信任等。　　　最後，本文以非營利組織能力來探討宜蘭社區大學，歸結出組織能力建立要素與特色等；然真正能使組織永續經營與發展的是，組織成員有清楚的價值定位，以學習、回應、創新、激勵的作風慣性來凝聚向心、建立共識，以有心與好的態度來與有關團體互動，此將對組織能力有更多的實質助益。　　The vigorous emergence of the community universities (CU) in Taiwan implies that the adult education has been neglected since the past. Not only scarce resources are allocated to provide for adults to complete the higher education, but the public also misunderstands that necessity, entertainment, and leisure are the only reasons the adult go to study for. Both the limitations make people regret for “the knowledge gap”, who has been impacted by the diversification knowledge in the era of knowledge economy. Thus, Wu-Hsiung Huang, Chung-Hwa Ku, Hsiao-Hsin Lin take the initiative in establishing the system of CU, based upon the idea of “Liberating knowledge for the better of communities”. They suggest that the government should promote the adult education-access right, and provide supports to the people, who form associations and participate into meaningful and valuable activities for the better of communities. Then, a rational and mature civil society will be realized. According to their observation, to achieve such goals, it still needs much effort and the infrastructure up which “if we don’t try to build right now, we will be regretful in the future.”It has been more than four years since the I-Lan CU was established, and well operated. In terms of the ability to run a school, to deliver courses, and undertake the programs, how can an organization of only about ten members handle more than two thousands teachers and students, undertake the programs from the governmental department, and cooperate with the other local groups to complete the above task? What capacity should the organizations have in order to fulfill all the above objectives? The aims of the study are to answer the two questions.　　　Fukuyama (1998) bring up the concepts of “Trust” and “Social Capital”, which are appropriate for the study to discuss the intention of the nonprofit organizational capacity. In general, nonprofit organizations with abundant resources of “Social Trust” and “Social Capital” are always successful in taking the initiative in social reform. It’s because that people believe in the organizations and their members. When I examined the organizational capacity of I-Lan CU, I found out the implication of the regional culture and the leadership style for the widespread network of social relationship where “Social Trust” and “Social Capital” are embedded. The implication proves that if the organization’s capacity can be connected with the concepts of “Social Trust” and “Social Capital,” and that the organization will more easily earn people’s support and the public’s willingness to participate. So does the organization’s potential for development and growth.　　　After collecting data, making interviews, and over-viewing the literatures about the nonprofit organizational capacity, I decided to focus my observation of I-Lan CU on its organizational capacity. The organizational capacity here is composed of the program delivery capacity, program expansion capacity and adaptive capacity. Because the organization is an organism, which is dynamic, and will be influenced both by internal and external factors, the organizational capacity’s performance--whether good or bad—and strength--whether strong or weak-- are determined by the internal factors as well as by the external ones. Therefore, how can the organizational capacity be built up? And, What factors influence the building up of the organizational capacity? How does the organizational capacity improve the organization’s effectiveness? All these questions are what I tried to explore in the study.　　　What I discovered in the study are as follows:　　1). I-Lan CU keeps good relations with other groups. So, there are many nonprofit organizations providing teaching and training resources to I-Lan CU, contributing it to become the center of community education, and enabling it to run a school, to deliver courses and deliver service program.　　2). Because of its good performance, the principal of I-Lan CU has earned the trust and support from the county magistrate and the board of directors. Hence, I-Lan CU can undertake the programs both from the central and the county government. Besides, its strong “organizational capacity” should also be viewed as an important factor contributing such achievement.　　3). In general, the strength of I-Lan CU’s organizational capacity includes: the feature of the regional culture; the identification and coordination of local nonprofit organizations; the principal’s rich network of social relation and his unique style of leadership; the vitality and innovation of the school’s executive team; the trust and support from the governmental sector, and so on.　　　After observing the operation of I-Lan CU from the point of the nonprofit organizational capacity, I have summarized some elements and features important for the building up of the organizational capacity building. However, I think what really make the organization sustainable and well-developed are its members’ clearly value position, their good habits of learning, responsiveness, innovation, their motivation to build up consensus, and their efforts in keeping good relations with the related associations. All the factors will make more contribution to the organizational capacity.
Appears in Collections:	[Department of Business Administration, Master/Ph.D Program in Management Sciences] Disserations and Theses(M. A. Program in Nonprofit Organization Management)

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