| In the process of "connotative development",major adjustments have taken place in the organizational principles,organizational methods and forms of interest distribution within colleges and universities.Can many changes stick to the principles of fairness and justice to ensure that citizens’ right to education is not harmed? Therefore,it is urgent to carry out the research of organizational risk prediction and prevention.This paper selects all kinds of formal and informal organizations in Colleges and universities,and uses governance theory,organization theory,equity theory and other theoretical methods to carry out research from the perspective of knowledge production,resource allocation,power relations and so on.This paper analyzes the organizational risk brought by the adjustment of organizational principles and methods in Colleges and universities,and puts forward the corresponding prevention and control strategies based on the cause analysis.With the increasingly close relationship between the market and the University,the human resources,power and so on in the university can be reorganized.First,excessive market orientation will change the mechanism of knowledge production in Colleges and universities and induce the risk of "academic capitalism".Second,focusing on the organizational consideration of capital will not only push the traditional setting of secondary colleges into a complicated situation,but also give birth to new "interest groups" or "quasi community" organizations.Third,to let the new "capable person" get the power of university governance,whether it is "academic capable person" or "administrative capableperson",it has the risk of falling into the trap of "capable person governing school".Fourth,relying too much on expanding the increment will naturally usher in the "Involution" of university organizations.The causes of each risk are intertwined by different influencing factors.First,the construction of multiple power subjects in Colleges and universities,the change of internal spatial power structure,always affect the behavior choice of each subject.Second,the introduction of performance management model in Colleges and universities still has many shortcomings,such as unreasonable assessment indicators,the use of process machinery and so on.Third,the excessive emphasis on efficiency in the allocation of educational resources,the unrestricted use of "administrative allocation" and "competitive allocation" modes,will make fairness difficult to take into account.Fourth,the construction of higher education evaluation system is not perfect,and the self-evaluation and social participation of colleges and universities are still lacking.Fifthly,the power boundary between the government and universities is vague,the internal governance structure of universities needs to be improved,and the subjectivity and autonomy of universities have not reached the ideal state.Therefore,first of all,it is necessary to define the identity of "college students" and the functions of each subject.Second,we should improve the performance management system of coexistence of "technology" and "humanity",improve governance efficiency by performance,and standardize the organizational form of knowledge producers.Third,realize the resource allocation based on the development logic of higher education and reduce the conflict of interest between communities or "quasi communities".Fourth,we should position and adjust the external functional departments,scientifically define the internal power boundary,balance the internal power relations of colleges and universities,and standardize the "competent person politics".Fifth,we should promote the "supply side" reform process of higher education,promote the balance of supply and demand between universities and society,and avoid falling into the "Involution" development trap.The improvement of university governance system is a long-term process,and also an effective way to build a socialist university with Chinese characteristics.Therefore,the study of organization needs to be further deepened. |