本文選題：高等教育 + 教育中介組織　； 參考：《現(xiàn)代教育管理》2017年12期

【摘要】：對(duì)美國(guó)、加拿大12個(gè)高教中介組織研究發(fā)現(xiàn):兩國(guó)高教中介均以非官方性為主,堅(jiān)持非營(yíng)利目的;組織功能類型多元互補(bǔ),涉及高等教育各領(lǐng)域;管理上采取董事會(huì)負(fù)責(zé)制,人員構(gòu)成來(lái)源廣泛;建立會(huì)員制度吸收公眾參與,提供教育服務(wù),擴(kuò)展社會(huì)影響;利用特色業(yè)務(wù)自主籌措運(yùn)行經(jīng)費(fèi)。培育發(fā)展我國(guó)高教中介組織,在外部應(yīng)加強(qiáng)扶持管理,明晰其功能定位,做好權(quán)力讓渡,加強(qiáng)法規(guī)建設(shè);在內(nèi)部應(yīng)優(yōu)化其運(yùn)行機(jī)制,強(qiáng)化自我約束,提升業(yè)務(wù)的專業(yè)化水平。
[Abstract]:The research on 12 higher education intermediary organizations in the United States and Canada has found that the two countries' higher education agencies are mainly unofficial and adhere to non-profit purposes; the organizational function types are diversified and complementary, which involve various fields of higher education; the management adopts the board of directors responsibility system. The establishment of a member system to absorb public participation, provide educational services, expand social impact, and use the characteristics of business to raise funds independently. To cultivate and develop our country's higher education intermediary organizations, we should strengthen the supporting management, clarify its function orientation, do a good job of power transfer, strengthen the construction of laws and regulations, optimize its operating mechanism, strengthen self-restraint, and enhance the professional level of business.
【作者單位】： 東華大學(xué);
【基金】：教育部人文社會(huì)科學(xué)研究青年基金項(xiàng)目“變革視野下高職教育評(píng)估的價(jià)值取向與實(shí)施路徑研究”(15YJC880090)
【分類號(hào)】：G649.1

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