本文選題：民辦高校 + 治理機制　； 參考：《東北財經(jīng)大學》2012年碩士論文

【摘要】：隨著知識在市場經(jīng)濟發(fā)展中的重要性得到廣泛認同,社會對教育日益增長的需求已經(jīng)遠遠超過我國政府的投入能力。幾年來,相關政策法規(guī)的出臺,為社會力量進入教育領域排除了障礙。但在實踐中,許多民辦教育機構(gòu)不能確認自身的公益性本質(zhì),仍然以保障出資人的根本利益、忽略各利益相關方的訴求、辦學質(zhì)量下降等問題,嚴重違背了民辦教育活動的本質(zhì)。因此,如何規(guī)范民辦高校發(fā)展的外部制度環(huán)境,如何設計和完善民辦高校的內(nèi)部治理結(jié)構(gòu),如何對民辦高校的辦學活動進行監(jiān)督,從而提高民辦教育的辦學水平和教學質(zhì)量已經(jīng)成為目前亟待解決的難題。 本文通過分析民辦高校的發(fā)展歷程,研究對民辦高校的治理結(jié)構(gòu),找出民辦高校發(fā)展遇到的瓶頸。就現(xiàn)有的民辦高校發(fā)展外部治理環(huán)境來看,合理優(yōu)化民辦高校的現(xiàn)行治理結(jié)構(gòu)才是解決民辦高校諸多問題的內(nèi)在保障機制。運用相關理論,建立民辦高校治理結(jié)構(gòu)的理論基礎,對民辦高校法人治理概念的內(nèi)涵加以明確,界定民辦高校各利益相關者參與治理的理論邊界和義務職能�；诿褶k高校公益性的辦學目標,完善民辦高校內(nèi)部治理中的激勵、監(jiān)督和決策機制,提煉這三大機制在民辦高校治理結(jié)構(gòu)中的核心價值�；诿褶k高校共同治理的思想,規(guī)范政府在民辦高校治理中的職能和作用,協(xié)調(diào)社會各利益相關者,提供優(yōu)質(zhì)的外部制度環(huán)境。立足于遼寧省民辦高等教育的發(fā)展現(xiàn)狀,對民辦高校在實踐中的發(fā)展模式、治理模式和當今存在的問題進行詳細的探究,突出董事會制度是實現(xiàn)民辦高校決策民主化、科學化的堅實基礎,更是保證學校各利益相關者權(quán)益的重要依據(jù)。建立健全以董事會為核心的民辦高校決策制度,無疑是完善民辦高校法人治理結(jié)構(gòu)的核心內(nèi)容和重中之重。通過對本省借鑒國外民辦(私立)高校的先進治理經(jīng)驗和模式,優(yōu)化現(xiàn)有董事會領導下的校長負責制：明確劃分董事會職責范圍、科學制定董事會議事規(guī)則、積極建立董事激勵與約束機制。另外,建立健全民辦高校內(nèi)部和外部監(jiān)督機構(gòu)、理順監(jiān)督管理體制、及時準確披露民辦高校辦學信息、嚴格規(guī)制民辦高校的財產(chǎn)與財務監(jiān)管制度、完善民辦高校危機預警和干預機制,是對民辦高校董事會權(quán)力制衡機制,加強過程約束,防止道德危機的重要制度安排。只有在構(gòu)建民辦高校法人治理制度的同時,通過合理的權(quán)力配置和制度安排,對董事會及執(zhí)行機關進行必要的制約和監(jiān)督,以保持各類權(quán)力機構(gòu)間的適度制衡,才能夠有效實現(xiàn)民辦高校法人治理的要求,更能推進民辦高校健康發(fā)展和良性運行。
[Abstract]:As the importance of knowledge in the development of market economy has been widely recognized, the increasing demand for education has far exceeded the input capacity of our government. In recent years, the introduction of relevant policies and regulations has cleared the way for social forces to enter the field of education. However, in practice, many private educational institutions cannot confirm their own nature of public welfare, they still protect the fundamental interests of the investors, ignore the demands of all stakeholders, and the quality of running a school declines, and so on. Serious violation of the nature of private education activities. Therefore, how to standardize the external institutional environment for the development of private colleges and universities, how to design and perfect the internal governance structure of private colleges and universities, how to supervise the running activities of private colleges and universities, Therefore, to improve the level and quality of private education has become a difficult problem to be solved. This paper analyzes the development course of private colleges and universities, studies the governance structure of private colleges and universities, and finds out the bottlenecks encountered in the development of private colleges and universities. In view of the external governance environment of the development of private colleges and universities, the reasonable optimization of the current governance structure of private colleges and universities is the internal guarantee mechanism to solve many problems of private colleges and universities. Based on the relevant theories, this paper establishes the theoretical basis of the governance structure of private colleges and universities, clarifies the connotation of the concept of legal person governance in private colleges and universities, and defines the theoretical boundary and obligation functions of the stakeholders involved in the governance of private colleges and universities. Based on the public welfare goal of private colleges and universities, we should perfect the mechanism of encouragement, supervision and decision-making in the internal governance of private colleges and universities, and refine the core value of these three mechanisms in the governance structure of private colleges and universities. Based on the idea of common governance of private colleges and universities, the functions and functions of the government in the governance of private colleges and universities should be standardized, the stakeholders of the society should be coordinated, and the external institutional environment of high quality should be provided. Based on the current situation of private higher education in Liaoning Province, this paper probes into the development mode, governance mode and existing problems in practice of private colleges and universities in detail, highlighting the board of directors system is to realize the democratization of decision-making in private colleges and universities. The solid foundation of science is the important basis to guarantee the rights and interests of all stakeholders. Establishing and perfecting the decision-making system of private colleges and universities with the board of directors as the core is undoubtedly the core content and top priority of perfecting the corporate governance structure of private colleges and universities. By drawing lessons from the advanced governance experience and model of foreign private (private) colleges and universities, the author optimizes the president responsibility system under the leadership of the present board of directors, clearly divides the scope of the responsibilities of the board of directors, and scientifically formulates the rules of procedure of the board of directors. Actively establish a director incentive and restraint mechanism. In addition, it is necessary to establish and improve the internal and external supervision agencies of private colleges and universities, rationalize the supervision and management system, timely and accurately disclose the information on running schools of private colleges and universities, and strictly regulate the property and financial supervision system of private colleges and universities. Perfecting the crisis warning and intervention mechanism of private universities is an important institutional arrangement to balance and balance the power of the board of directors of private colleges and universities, to strengthen the process constraints and to prevent moral crisis. In order to maintain the proper checks and balances among all kinds of power institutions, it is necessary to restrict and supervise the board of directors and the executive organs through reasonable power allocation and system arrangement while constructing the corporate governance system of private colleges and universities. Only then can we effectively realize the requirements of legal person governance in private colleges and universities, and promote the healthy development and healthy operation of private colleges and universities.
【學位授予單位】：東北財經(jīng)大學
【學位級別】：碩士
【學位授予年份】：2012
【分類號】：G648.7

【參考文獻】

相關期刊論文 前10條

1 劉復興;教育民營化與教育的準市場制度[J];北京師范大學學報(社會科學版);2003年05期

2 劉素霞;關于民辦高等教育發(fā)展的設想[J];成人教育;2003年12期

3 郜嶺;英國私立教育概況[J];淮北煤師院學報(哲學社會科學版);2002年01期

4 鄒東升;教育券制度功能分析與我國應用策略[J];經(jīng)濟師;2004年09期

5 胡四能;;民辦高校建立共同治理結(jié)構(gòu)模式研究[J];江蘇高教;2007年04期

6 余東;美日民辦高等教育經(jīng)費來源剖析[J];交通高教研究;2003年06期

7 張翼;多元辦學體制的建構(gòu)與教育公平的推進[J];教育與經(jīng)濟;2004年02期

8 胡赤弟;高等教育中的利益相關者分析[J];教育研究;2005年03期

9 邵玲;;中美教育券制度實施的比較淺析[J];教書育人;2006年05期

10 張巖峰;我國高等教育投資體制改革的問題與政策選擇[J];科技導報;2001年03期

相關碩士學位論文 前5條

1 張元陽;民辦學校營利問題研究[D];華中師范大學;2005年

2 孫艷;論我國民辦高等教育的可持續(xù)發(fā)展[D];大連理工大學;2006年

3 楊淑晶;日本私學“三法”研究[D];吉林大學;2007年

4 吳航;黑龍江高等職業(yè)教育投資問題研究[D];黑龍江大學;2008年

5 楊娟娟;社會轉(zhuǎn)型期我國大學內(nèi)部治理結(jié)構(gòu)優(yōu)化研究[D];武漢理工大學;2008年

，

本文編號：2108739