高等學校非核心業務運行模式研究 中國自二十世紀八十年代提出“高等學校後勤社會化”的目標模式以來，有關領域的改革進展參差不齊。本文通過對典型對象的案例研究，考察影響高等學校非核心業務運行方式選擇決策的因素，以資理解造成高等學校非核心業務運行模式現狀的原因，也對未來的高等學校後勤業務運行模式選擇的決策提供輔助作用。
基本介紹
- 中文名：高等學校非核心業務運行模式研究
- 時間：二十世紀八十年代
- 類型：高等學校改革
- 形式：外包或者自辦
中文摘要,外文摘要,
中文摘要
“外包或者自辦”是高等學校後勤管理體制改革中的一個根本問題。中國自二十世紀八十年代提出“高等學校後勤社會化”的目標模式以來，有關領域的改革進展參差不齊。本文通過對典型對象的案例研究，考察影響高等學校非核心業務運行方式選擇決策的因素，以資理解造成高等學校非核心業務運行模式現狀的原因，也對未來的高等學校後勤業務運行模式選擇的決策提供輔助作用。
文中論及的高等學校非核心業務是與其教學科研領域核心任務相對而言的。本文把高等學校教學科研工作以外的從屬性業務分為五大類非核心業務。高等學校應當將其有限的辦學資源儘可能多地投放到其核心業務上面，盡...>> 詳細
文中論及的高等學校非核心業務是與其教學科研領域核心任務相對而言的。本文把高等學校教學科研工作以外的從屬性業務分為五大類非核心業務。高等學校應當將其有限的辦學資源儘可能多地投放到其核心業務上面，盡...>> 詳細
“外包或者自辦”是高等學校後勤管理體制改革中的一個根本問題。中國自二十世紀八十年代提出“高等學校後勤社會化”的目標模式以來，有關領域的改革進展參差不齊。本文通過對典型對象的案例研究，考察影響高等學校非核心業務運行方式選擇決策的因素，以資理解造成高等學校非核心業務運行模式現狀的原因，也對未來的高等學校後勤業務運行模式選擇的決策提供輔助作用。
文中論及的高等學校非核心業務是與其教學科研領域核心任務相對而言的。本文把高等學校教學科研工作以外的從屬性業務分為五大類非核心業務。高等學校應當將其有限的辦學資源儘可能多地投放到其核心業務上面，盡最大可能地減少其在非核心業務上的資源消耗。提高其此類業務的運行效率，有助於從整體上改善高等學校的辦學效益。
本文在文獻研究、理論述評和案例剖析的基礎上探討了高等學校包括傳統後勤服務保障事務在內的非核心業務管理體制和運行機制改革創新問題。論文由七章構成：第一章著重描述了研究的背景，對高等學校非核心業務進行了概念界定和種類劃分，指出了本文關注的問題；第二章概括評介了若干國家出台的影響高等學校非核心業務運行狀況的法律政策文獻；第三章全面梳理了本文研究需要運用或有所涉及的基本理論的源流背景及其相互關係；第四章明確指出了本文研究的焦點問題和流程設計，也對案例研究對象的選擇和研究方法的選用做了說明；第五章深度剖析了“高科工程”和“紫荊公寓”等多個在A大學發生的真實案例；第六章通過對“補償置換”等若干真實事件的案例分析和理論探討，揭示了高等學校資源整合與業務外包之間的關係，也對高等學校如何實施資源整合戰略的統籌和管控問題進行了論述；第七章是全文的研究結論和政策建議。
本文研究得出如下結論：1.高等學校對其非核心業務運行模式的選擇決策受到成本效率因素的影響；2.高等學校的非核心業務與核心業務之間關係的密切程度影響著校方是否對其施行外包運作的決策；3.高等學校非核心業務運行模式的選擇決策受到制度化環境因素的制約；4.高等學校如何選擇其非核心業務的運行模式受到市場發育程度的影響；5.高等學校的非核心業務在“辦學自主”、“市場成熟”和“政府扶持”等條件具備時可以結束“寄生”狀態而“回歸”為其他社會組織的業務；6.高等學校為合理規劃和安排其非核心業務的運行應當建立起基於混雜狀態的、統籌均衡的資源整合機制。
關鍵字：高校管理 非核心業務 運行模式 業務外包 資源整合
文中論及的高等學校非核心業務是與其教學科研領域核心任務相對而言的。本文把高等學校教學科研工作以外的從屬性業務分為五大類非核心業務。高等學校應當將其有限的辦學資源儘可能多地投放到其核心業務上面，盡最大可能地減少其在非核心業務上的資源消耗。提高其此類業務的運行效率，有助於從整體上改善高等學校的辦學效益。
本文在文獻研究、理論述評和案例剖析的基礎上探討了高等學校包括傳統後勤服務保障事務在內的非核心業務管理體制和運行機制改革創新問題。論文由七章構成：第一章著重描述了研究的背景，對高等學校非核心業務進行了概念界定和種類劃分，指出了本文關注的問題；第二章概括評介了若干國家出台的影響高等學校非核心業務運行狀況的法律政策文獻；第三章全面梳理了本文研究需要運用或有所涉及的基本理論的源流背景及其相互關係；第四章明確指出了本文研究的焦點問題和流程設計，也對案例研究對象的選擇和研究方法的選用做了說明；第五章深度剖析了“高科工程”和“紫荊公寓”等多個在A大學發生的真實案例；第六章通過對“補償置換”等若干真實事件的案例分析和理論探討，揭示了高等學校資源整合與業務外包之間的關係，也對高等學校如何實施資源整合戰略的統籌和管控問題進行了論述；第七章是全文的研究結論和政策建議。
本文研究得出如下結論：1.高等學校對其非核心業務運行模式的選擇決策受到成本效率因素的影響；2.高等學校的非核心業務與核心業務之間關係的密切程度影響著校方是否對其施行外包運作的決策；3.高等學校非核心業務運行模式的選擇決策受到制度化環境因素的制約；4.高等學校如何選擇其非核心業務的運行模式受到市場發育程度的影響；5.高等學校的非核心業務在“辦學自主”、“市場成熟”和“政府扶持”等條件具備時可以結束“寄生”狀態而“回歸”為其他社會組織的業務；6.高等學校為合理規劃和安排其非核心業務的運行應當建立起基於混雜狀態的、統籌均衡的資源整合機制。
關鍵字：高校管理 非核心業務 運行模式 業務外包 資源整合
外文摘要
Outsourcing or Self-managing is a basic problem in the course of the reform to logistics management system of Colleges and Universities. Since China put forward the target mode of "socialization of logistics in colleges and universities" in 1980s, the reform progresses in relevant fields are uneven at present. Through a case study based on some analyses to a tipical object, this paper examines all those factors which affect the decision-making preferences for non-core businesses of colleges an...>> 詳細
Outsourcing or Self-managing is a basic problem in the course of the reform to logistics management system of Colleges and Universities. Since China put forward the target mode of "socialization of logistics in colleges and universities" in 1980s, the reform progresses in relevant fields are uneven at present. Through a case study based on some analyses to a tipical object, this paper examines all those factors which affect the decision-making preferences for non-core businesses of colleges and universities and helps us to understand the shaping factors on the present situation of running modes of non-core businesses in colleges and universities. It also provides some auxiliary supports for the decision-makings of logistics affairs''running modes at colleges and universities in the future.
The non-core businesses in colleges and universities as described herein are corresponding to the core businesses in the field of teaching and research. The paper classifies the subordinate businesses to the five non-core businesses except the teaching and research in colleges and universities. Colleges and universities should put their educational resources as much as possible to the core businesses, and reduce the consumption of non-core businesses. The improvement of the efficiency of these businesses can improve the overall school efficiency.
This paper discusses the reform and innovation of the administration and operation of non-core businesses, including traditional logistics service and security affairs, based on the literatures, theories and cases. This paper is made up of seven parts. The first part describes the background of the study, defines and classifies the non-core businesses in colleges and universities, and points out the focus problem. The second part outlines the legal documents, which influence the non-core businesses in colleges and universities. The third part comprehensively reviews the background of the basic theories as well as their relationships, as used and related herein. The fourth part clearly pointed out the focus point and the process design of this study, and explains the selection of the study object and method. The fifth part analyzes many real cases happened in A university deeply, such as "Gao Ke Project" and "Zijing Apartment". The sixth part reveals the relationship between the resources integration and business outsourcing in colleges and universities, and also discusses the strategic coordination and supervision of the resources integration, based on the analysis and discussion of some real cases, e.g. "compensation replacement". The seventh part gives the conclusion and advices.
This paper concludes that: firstly, the selection of the non-core business operation mode is influenced by the cost-effectiveness. Secondly, whether business outsourcing is adopted depends on the relationship between the core business and non-core business. Thirdly, the selection of the non-core business operation mode is restricted by the system environment. Fourthly, the selection is also influenced by the market development. Fifthly, the non-core businesses can become businesses of other social organizations if the conditions are ripe, such as the "school autonomy", "market mature", and "government support". Sixthly, colleges and universities should establish resources integration system, which is overall balance for rational plan the non-core business operation.
Key words: Colleges and Universities Administration, Non-core Businesses, Operation Mode, Business Outsourcing, Resources Integration
The non-core businesses in colleges and universities as described herein are corresponding to the core businesses in the field of teaching and research. The paper classifies the subordinate businesses to the five non-core businesses except the teaching and research in colleges and universities. Colleges and universities should put their educational resources as much as possible to the core businesses, and reduce the consumption of non-core businesses. The improvement of the efficiency of these businesses can improve the overall school efficiency.
This paper discusses the reform and innovation of the administration and operation of non-core businesses, including traditional logistics service and security affairs, based on the literatures, theories and cases. This paper is made up of seven parts. The first part describes the background of the study, defines and classifies the non-core businesses in colleges and universities, and points out the focus problem. The second part outlines the legal documents, which influence the non-core businesses in colleges and universities. The third part comprehensively reviews the background of the basic theories as well as their relationships, as used and related herein. The fourth part clearly pointed out the focus point and the process design of this study, and explains the selection of the study object and method. The fifth part analyzes many real cases happened in A university deeply, such as "Gao Ke Project" and "Zijing Apartment". The sixth part reveals the relationship between the resources integration and business outsourcing in colleges and universities, and also discusses the strategic coordination and supervision of the resources integration, based on the analysis and discussion of some real cases, e.g. "compensation replacement". The seventh part gives the conclusion and advices.
This paper concludes that: firstly, the selection of the non-core business operation mode is influenced by the cost-effectiveness. Secondly, whether business outsourcing is adopted depends on the relationship between the core business and non-core business. Thirdly, the selection of the non-core business operation mode is restricted by the system environment. Fourthly, the selection is also influenced by the market development. Fifthly, the non-core businesses can become businesses of other social organizations if the conditions are ripe, such as the "school autonomy", "market mature", and "government support". Sixthly, colleges and universities should establish resources integration system, which is overall balance for rational plan the non-core business operation.
Key words: Colleges and Universities Administration, Non-core Businesses, Operation Mode, Business Outsourcing, Resources Integration
