【摘要】：非營(yíng)利性民辦高校的治理是大學(xué)治理的一部分,作為治理主體之一的校方,承擔(dān)著治理的主要責(zé)任,也是可以在學(xué)校治理中大有作為的主體。2010年以前全國(guó)為數(shù)較少的幾所非營(yíng)利性民辦高校在大的民辦高校的環(huán)境中成長(zhǎng),不受關(guān)注；2010年,國(guó)家開始探索營(yíng)利性和非營(yíng)利性民辦學(xué)校分類管理辦法,浙江省、上海市、深圳市和吉林華橋外國(guó)語學(xué)院“三地一校”被列為主要試點(diǎn)。吉林華僑外國(guó)語學(xué)院作為第一個(gè)分類管理試點(diǎn)學(xué)校,引起教育界的廣泛關(guān)注,它也在2011年下半年被批準(zhǔn)為培養(yǎng)碩士專業(yè)學(xué)位研究生試點(diǎn)單位。作為一所非營(yíng)利性的民辦高校,吉林華僑外國(guó)語學(xué)院有其在治理方面可取的經(jīng)驗(yàn)——法治、共治,盡管其治理也不是完美的,但它的治理方向卻是值得肯定的；相反,作為全國(guó)最早的一所私立本科大學(xué),并且還是非營(yíng)利性的,仰恩大學(xué)在近幾年的發(fā)展中有不少負(fù)面的新聞,機(jī)構(gòu)設(shè)置不合理,職責(zé)權(quán)利劃分不清,在治理中不是法治、不是多方利益相關(guān)者共同治理,而是基金會(huì)的人治與專制。學(xué)校缺乏民主氛圍,教師和學(xué)生權(quán)益得不到保障,外部利益相關(guān)者也無從參與到學(xué)校管理,基金會(huì)獨(dú)攬決策權(quán),校長(zhǎng)負(fù)責(zé)制無法落實(shí),監(jiān)督機(jī)構(gòu)缺失。結(jié)合吉林華僑外國(guó)語學(xué)院治理的成功經(jīng)驗(yàn),反觀仰恩大學(xué)治理的困境,顯示出治理舉措的重要性,而治理舉措之后都無不受治理理念的影響。而善治理念正是這種契合非營(yíng)利性民辦高校治理的科學(xué)理念。善治雖然是政治學(xué)中的概念,但是其理念所強(qiáng)調(diào)的法治、合法性、透明性、責(zé)任性、回應(yīng)和有效等要素,可以為非營(yíng)利性民辦高校的治理所用。吉林華僑外國(guó)語學(xué)院的治理表現(xiàn)出符合善治理念的要素,而仰恩大學(xué)則恰恰相反。介于對(duì)治理理念及案例的分析,完善非營(yíng)利性民辦高校內(nèi)部治理的對(duì)策也浮出水面：落實(shí)依法治校,保障治理的合法性；開辟民主參與渠道,維護(hù)學(xué)校共同治理；建立校務(wù)公開制度,確保信息透明性；創(chuàng)新學(xué)校內(nèi)部問責(zé)制,增強(qiáng)學(xué)校的責(zé)任性；設(shè)置合理的內(nèi)部組織機(jī)構(gòu),保證治理的高效。
[Abstract]:The governance of non-profit private colleges and universities is a part of university governance, as one of the main governance bodies, the school side bears the main responsibility of governance. Before 2010, a few non-profit private colleges and universities grew up in the environment of large private colleges and universities, not paid attention to; In 2010, the state began to explore for-profit and non-profit private schools classified management methods, Zhejiang Province, Shanghai, Shenzhen and Jilin Huaxian Foreign language College "three places, one school" was listed as the main pilot. As the first experimental school of classified management, Jilin overseas Chinese Institute of Foreign Studies has attracted wide attention in the educational circles. It was also approved as a pilot unit for the cultivation of master's degree graduate students in the second half of 2011. As a non-profit private university, Jilin overseas Chinese Institute of Foreign Studies has its experience in governance-rule of law, co-governance, although its governance is not perfect, but its governance direction is worthy of affirmation; On the contrary, as one of the earliest private undergraduate universities in the country, and it is still not for profit, Yangen University has had a lot of negative news in its development in recent years, the institutional setup is unreasonable, the division of responsibilities and rights is not clear, and it is not the rule of law in governance. It is not multi-stakeholder co-governance, but the foundation's rule of man and despotism. There is no democratic atmosphere in the school, the rights and interests of teachers and students are not guaranteed, the external stakeholders cannot participate in the management of the school, the foundation holds sole decision-making power, the principal responsibility system cannot be implemented, and the supervision organization is lacking. Combined with the successful experience of governance in Jilin overseas Chinese Institute of Foreign Studies, the dilemma of governance in Yangen University shows the importance of governance measures, and the governance measures are all influenced by the idea of governance. The idea of good governance is exactly the scientific idea of non-profit non-governmental institutions of higher learning. Although good governance is a concept in political science, it emphasizes the elements of rule of law, legitimacy, transparency, accountability, response and effectiveness, which can be used in the governance of non-profit private colleges and universities. The governance of Jilin overseas Chinese Institute of Foreign Studies shows the elements in line with the concept of good governance, while Yangen University is the opposite. From the analysis of governance concepts and cases, the countermeasures to improve the internal governance of non-profit private colleges and universities also emerge: implementing the law-based management of schools, ensuring the legitimacy of governance; opening up democratic participation channels, maintaining the common governance of schools; To establish the open system of school affairs to ensure the transparency of information; to innovate the internal accountability system of the school to enhance the accountability of the school; to set up a reasonable internal organization to ensure the high efficiency of governance.
【學(xué)位授予單位】：華中師范大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2012
【分類號(hào)】：G648.7

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