转型视域下高校继续教育非常规组织研究
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摘要
具有科层制特征的高校继续教育组织对于担承常规任务显示出了颇为有力的作用。在高校继续教育办学转型的背景下,随着任务的分化,出现了一种与常规任务相对应的非常规任务,并且这种非常规任务正在以前所未有的力度迅猛生长。科层组织固有的结构缺陷,使其在应对非常规任务上显得力有不逮。非常规组织以其灵活多变的结构特征,在完成非常规任务上,有着异于科层组织不可替代的优越性。构建非常规组织,在任务承接上应将组织发展理念转化为顾客动态需求,在结构设计应虚化中间管理层以保证任务灵活运转,在成员吸纳上应着力化解"组织恐惧"心理发生,在隐退对象上应聚焦在专项小组层面。
The current organization with the characteristics of the bureaucracy in the field of continuing education in universities has shown its powerful function in undertaking a large number of routine tasks. With the differentiation of tasks of the continuing education, however, a kind of unconventional task corresponding to the conventional task appears, and is growing rapidly with unprecedented strengths. The current bureaucratic organizations make it impossible to cope with this emerging task that can be performed only through an unconventional organization typical of flexible and changeable structures. This work explored the construction of an unconventional organization to transform the concept of organizational development into the dynamic customer needs in task acceptance, to nullify the middle management in structure design for the flexible operation of tasks, to overcome the psychological occurrence of "organizational fear" in member absorption, and to focus on the level of special groups for the retreated objects.
The current organization with the characteristics of the bureaucracy in the field of continuing education in universities has shown its powerful function in undertaking a large number of routine tasks. With the differentiation of tasks of the continuing education, however, a kind of unconventional task corresponding to the conventional task appears, and is growing rapidly with unprecedented strengths. The current bureaucratic organizations make it impossible to cope with this emerging task that can be performed only through an unconventional organization typical of flexible and changeable structures. This work explored the construction of an unconventional organization to transform the concept of organizational development into the dynamic customer needs in task acceptance, to nullify the middle management in structure design for the flexible operation of tasks, to overcome the psychological occurrence of "organizational fear" in member absorption, and to focus on the level of special groups for the retreated objects.
引文
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[2]吴非,笪素林.城市街道办事处职能定位及其体制改革:基于任务型组织的分析[J].南京工业大学学报:社会科学版,2013(2):101-105.
[3]张凤阳.任务型组织的生存逻辑——以计划生育委员会为例[J].中国行政管理,2015(1):77-82.
[4]徐宁.基于矩阵组织结构的高校继续教育管理模式[J].成人教育,2007(6):56-57.
[5]马启鹏.基于转型视域中的高校继续教育组织机构革新[J].教育发展研究,2011(9):67-71.
[6]陈爽,秦勇.K大学继续教育学院项目导向型组织结构设计研究[J].吉林省教育学院学报,2017(11):108-111.
[7]R·梅雷迪思·贝尔滨.未来的组织形式[M].郑海涛,王瑾瑜,译,北京:机械工业出版社,2001:66-67.
[8]李东.对任务型组织的探讨[J].教学与研究,2006(3):35-40.
[9]马启鹏.体制创新:高校继续教育转型的制度保障[J].继续教育研究,2011(6):1-5.
[10]乐传永,许日华.高校继续教育治理:缘起、主体与机制[J].现代远距离教育,2018(1):3-8.
[11]许日华.高校虚拟跨学科组织:研究缘起、内涵及建构[J].高校教育管理,2015(5):67-73.
[12]张康之,李圣鑫.历史转型条件下的任务型组织[J].中国行政管理,2006(11):36-41.
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