【摘要】：20世紀(jì)末,流程再造理論在美國(guó)麻省理工學(xué)院對(duì)于高校工作模式的改革產(chǎn)生了深遠(yuǎn)的影響,后來(lái)國(guó)外管理學(xué)界將其很好地應(yīng)用于企業(yè)和政府。我國(guó)對(duì)于流程再造理論的應(yīng)用還尚存于企業(yè)和政府領(lǐng)域,鮮有對(duì)于高校的成功案例。國(guó)外高校一站式服務(wù)中心最早興起于21世紀(jì)初的英國(guó),其服務(wù)的核心便是以高效、便捷的流程為主要特色,因而不斷發(fā)展和建立于世界各大高校。我國(guó)在2009年首度將該中心模式引入,在中國(guó)科學(xué)技術(shù)大學(xué)正式建立中國(guó)第一所高校一站式服務(wù)中心。對(duì)比流程再造理論和高校一站式服務(wù)中心的基本特性,可以發(fā)現(xiàn)兩者具有天然的耦合度。這正是本研究站在流程再造的角度去對(duì)我國(guó)高校一站式服務(wù)中心的發(fā)展現(xiàn)狀進(jìn)行分析研究的根本原因。我國(guó)高校一站式服務(wù)中心相對(duì)來(lái)說(shuō)已經(jīng)具有了四年多的發(fā)展規(guī)模,同時(shí)伴隨其發(fā)展的過(guò)程中也產(chǎn)生了一些需要關(guān)注的問(wèn)題。 本研究對(duì)我國(guó)具有代表性的兩所高校：中國(guó)科學(xué)技術(shù)大學(xué)和杭州師范大學(xué)的本科生和研究生進(jìn)行問(wèn)卷調(diào)查與訪(fǎng)談。通過(guò)從總體滿(mǎn)意度、業(yè)務(wù)流程為核心、創(chuàng)造價(jià)值和顧客需求為導(dǎo)向、管理團(tuán)隊(duì)為單位、信息技術(shù)為依托以及基于流程再造理論原則下的服務(wù)模式需求分析這六個(gè)維度對(duì)兩所高校的本科生和研究生進(jìn)行調(diào)查研究。通過(guò)比較分析,兩所高校的總體滿(mǎn)意度均一般,但杭州師范大學(xué)比中國(guó)科學(xué)技術(shù)大學(xué)的滿(mǎn)意度稍高；業(yè)務(wù)流程都亟待優(yōu)化；在服務(wù)效率和創(chuàng)造價(jià)值方面都有一定的積極作用,但是需要進(jìn)一步提升服務(wù)意識(shí)和顧客意識(shí)；工作團(tuán)隊(duì)的建設(shè)不夠完善,相應(yīng)的一些配套設(shè)施和信息技術(shù)手段需要不斷加強(qiáng)；而在基于流程再造理論原則下的服務(wù)模式需求分析方面兩所高校都給予了一定的積極反饋,但是對(duì)于中國(guó)科學(xué)技術(shù)大學(xué)已經(jīng)實(shí)施的“首問(wèn)負(fù)責(zé)制”和“限時(shí)結(jié)辦制”效果并不是很好。本研究建議：應(yīng)該通過(guò)不斷細(xì)化組織流程和精簡(jiǎn)管理層次；提升工作團(tuán)隊(duì)的專(zhuān)業(yè)度和服務(wù)意識(shí)；升級(jí)改進(jìn)網(wǎng)絡(luò)服務(wù)平臺(tái),建立和提升相關(guān)配套設(shè)施；并且對(duì)于高校一站式服務(wù)中心的關(guān)注和宣傳力度也需要提升,從而不斷地促進(jìn)高校一站式服務(wù)中心在我國(guó)高校中更好、更快地發(fā)展。
[Abstract]:At the end of the 20th century, the theory of process reengineering had a profound influence on the reform of the work model of colleges and universities in Massachusetts Institute of Technology (MIT) of the United States, and then applied it well to enterprises and governments in foreign management circles. The application of process reengineering theory in our country still exists in the field of enterprise and government, and there are few successful cases for colleges and universities. The one-stop service center of foreign universities was first developed in Britain in the early 21st century. The core of its service is characterized by efficient and convenient process, so it is constantly developed and established in universities and colleges all over the world. In 2009, China introduced the center model for the first time, and formally established the first university one-stop service center in the University of Science and Technology of China. Comparing the basic characteristics of process reengineering theory and one-stop service center in colleges and universities, we can find that they have natural coupling degree. This is the fundamental reason why this research station analyzes and studies the development status of one-stop service center in Chinese universities from the point of view of process reengineering. The one-stop service center of colleges and universities in our country has been developing for more than four years, and at the same time, some problems need to be paid attention to in the course of its development. This study investigated and interviewed undergraduates and postgraduates from China University of Science and Technology (CUST) and Hangzhou normal University (HNU). Through overall satisfaction, business processes as the core, value creation and customer demand as the orientation, management team as the unit, On the basis of information technology and the requirement analysis of service mode based on the theory of process reengineering, this paper investigates the undergraduate and graduate students in two universities. Through comparative analysis, the overall satisfaction of the two universities is general, but the satisfaction of Hangzhou normal University is slightly higher than that of the China University of Science and Technology, the business process is in urgent need of optimization, and both have a positive role in service efficiency and value creation. However, the service awareness and customer awareness need to be further enhanced, the construction of the work team is not perfect, and the corresponding supporting facilities and information technology means need to be continuously strengthened. The two colleges and universities have given some positive feedback on the demand analysis of service model based on the theory of process reengineering. However, the effect of the "first question responsibility system" and "time limit system" implemented by the University of Science and Technology of China is not very good. The suggestions of this study are as follows: to continuously refine the organizational process and streamline the management level; to enhance the professionalism and service awareness of the work team; to upgrade and improve the network service platform; to establish and upgrade related facilities; And the attention and propaganda of the one-stop service center in colleges and universities also need to be improved, so as to promote the better and faster development of the one-stop service center in colleges and universities in our country.
【學(xué)位授予單位】：首都師范大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類(lèi)號(hào)】：G647

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