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| 題名: | 以系統思考探討學前教育機構幼托整合經營策略之研究
A Study on the Integrated Management Strategy for Preschools and Infant Care Centers by using Systems Thinking |
| 作者: | 林暉傑
Lin, Huei-Jie |
| 貢獻者: | 顏敏仁
Yan, Min-Ren
林暉傑
Lin, Huei-Jie |
| 關鍵詞: | 系統思考
學前教育機構
幼托整合
幼兒園
托嬰中心
經營策略
組織管理
Systems Thinking
Early Childhood Education Institutions
Integrated Infant–Preschool Management
Preschool
Infant Care Center
Management Strategy
Organizational Management |
| 日期: | 2025 |
| 上傳時間: | 2025-08-04 14:41:50 (UTC+8) |
| 摘要: | 隨著少子化趨勢日益加劇、家庭照顧型態逐漸轉變及政府積極推動公共化政策，使學前教育機構正面臨招生壓力增大、服務品質維持困難與制度調整頻繁等多重挑戰。儘管家長對外部專業托育服務的依賴程度逐步提升，然私立學前教育機構的數量卻呈現趨緩，部分機構更因營運壓力而退出市場，顯示私部門在政策介入與市場競爭的雙重影響下，其永續發展正面臨嚴峻考驗。基於此背景，本研究以系統思考分析學前教育機構的經營現況，並運用因果環路分析整合經營之關鍵動態與潛在風險。研究以一所同時經營托嬰中心與幼兒園之私立學前教育機構為個案，透過文件資料分析與半結構式訪談，蒐集該機構全體一線教保與托育人員之經驗與觀點，以建構對幼托整合經營策略更為全面之理解。研究目的在於深入剖析幼托整合歷程中的制度挑戰與發展困境，進而分析具體之因應策略，協助機構強化組織韌性、提升服務品質與確保永續經營。
研究結果歸納出四項主要挑戰：（一）招生規模與教學品質雖具有相互強化潛力，然實務上常受限於容量政策與人力資源瓶頸，導致兩者之間產生張力與落差；（二）媒體行銷與品牌建構高度仰賴外部平台與聲譽推升，倘若欠缺穩定內容與教保實力支撐，易形成品牌形象與實際認知間的斷裂；（三）資源共享與員工福祉面臨人力負荷與分配不均之壓力，長期恐引發人員流動與組織倦怠，削弱教學穩定性；（四）課程創新與工作負擔之間的矛盾，若未獲得足夠制度支持與人力配置，將形成不斷循環的壓力迴圈，進一步損及教學品質與團隊合作氛圍。綜合以上結果，指出幼托整合經營雖具備潛在優勢，卻同時面臨多重制度性與管理上的挑戰。若欲有效回應這些複雜變因，唯有導入系統思考，從整體結構出發，掌握組織內外部因素間的相互作用與動態關聯，方能協助學前教育機構發展具前瞻性、整合性與韌性的永續經營策略。
Amid the intensifying trend of declining birth rates, shifting family caregiving structures, and the government’s active promotion of public and quasi-public childcare policies, early childhood education institutions are facing multiple challenges, including increasing enrollment pressure, difficulties in maintaining service quality, and frequent policy adjustments. Although families have shown a growing reliance on external professional childcare services, the number of private early childhood education institutions has plateaued, with some even exiting the market due to operational difficulties. This indicates that the private sector is under severe strain in sustaining its development amid both policy intervention and market competition.
In response, this study adopts a systems thinking approach to analyze the current operational landscape of early childhood education institutions and uses Causal Loop Diagrams (CLDs) to explore the key dynamics and potential risks involved in integrated management. A private institution that simultaneously operates both an infant care center and a preschool was selected as the case study. Through document analysis and semi-structured interviews with all frontline caregivers and educators, this study constructs a comprehensive understanding of the strategies required for integrated infant–preschool management. The objective is to examine the institutional challenges and developmental bottlenecks encountered in the integration process and to propose feasible strategic responses aimed at enhancing organizational resilience, improving service quality, and promoting sustainable development.
The findings reveal four major challenges: (1) Although enrollment scale and service quality have the potential to reinforce each other, they are often constrained by policy limits on capacity and shortages in human resources, resulting in trade-offs between growth and quality; (2) Marketing and brand building are highly dependent on external platforms and public reputation, which, in the absence of consistent content output and strong internal teaching capabilities, may lead to a disconnect between perceived image and actual experience; (3) Resource sharing and employee well-being are stressed by uneven distribution and excessive workloads, potentially causing staff turnover, organizational fatigue, and instability in teaching quality; (4) Curriculum innovation and workload management often conflict, and insufficient institutional and personnel support can trigger a cyclical pressure loop, undermining both teaching quality and team cohesion.
In sum, while integrated infant–preschool management offers promising advantages, it also entails complex institutional and managerial challenges. To effectively respond to these dynamic variables, systems thinking is essential. By taking a holistic perspective and mapping the interrelationships between internal and external organizational factors, institutions can be guided toward developing forward-looking, integrated, and resilient strategies for sustainable operation. |
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| 描述: | 碩士
國立政治大學
幼兒教育研究所
111157006 |
| 資料來源: | http://thesis.lib.nccu.edu.tw/record/#G0111157006 |
| 資料類型: | thesis |
| 顯示於類別: | [幼兒教育研究所] 學位論文
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