Research On The Power Structure Of University Internal Governance

Strengthening the modernization of education governance system and governance capacity,improving the level of university internal governance and improving the efficiency of university internal governance is an important demand of China’s higher education reform.The power structure of university internal governance is the core of university internal governance,and it is significant to improve the level and efficiency of university internal governance.Therefore,it is of importance to study and optimize the power structure of university internal governance.In this context,this article refers to the principal-agent theory,stakeholder theory and game theory,using historical research methods,literature research methods,case research methods and interview methods,and adopts the research ideas of problem raising-problem analysis-problem solving.Take the dynamic adjustment of the professional structure of the university of province A and the reform of the employment system of university teachers as an example,take the power subject and the interactive relationship between the power subjects involved in the case as the starting point,explore the problems and reasons of the internal governance of C university,and try to propose optimization strategies.This study is mainly divided into six chapters.Chapter one: Introduction.This paper clarifies the research background of university internal governance power structure from the perspective of university’s own development needs,reviews the domestic and foreign research on university internal governance and university internal governance power structure,defines the core concepts of power structure and university internal governance power structure,and determines the research ideas and methods adopted in this paper.Chapter two: Theoretical basis.Explaining the principal-agent theory,stakeholder theory and game theory and other theories,and analyzing the appropriateness of using these theories to study the internal governance power structure of universities,and providing a theoretical reference for the further development of this research.Chapter three: Analysis of power structure.This paper makes a historical analysis of the power structure of university internal governance from the founding of new China to before the reform and opening up,the early stage of reform and since the social transformation,summarizes the factors that influence the internal governance power structure of universities,explains their relationships,and attempts to explore three types of university internal governance the relationship between the superficial structure and the deep structure of power.Chapter four: Current situation investigation.Taking the dynamic adjustment of C university’s professional structure and the reform of university teachers’ appointment system in A province as an example,this paper clarifies the power subjects involved in the dynamic adjustment of C university’s professional structure and the reform of university teachers’ appointment system,and deeply understands the interaction between power subjects through interviews with relevant personnel.Chapter five: Problems and causes analysis.According to the actual state of C university’s internal governance power structure,it is found that there are some problems in C university’s internal governance,such as the contradiction between policy unity and implementation flexibility,the contradiction between incentive intensity and target substitution,the contradiction between the democratization of scheme consultation and the marginalization of implementation.Therefore,starting from the concept,system and culture,this paper finds out the reasons behind the problems: instrumental school running concept,imperfect system and mechanism,and insufficient rational negotiation culture.Chapter six: Optimization strategy research.Aiming at the internal governance problems reflected by the actual state of C university’s internal governance power structure,this paper puts forward optimization strategies.We should build and perfect the system and mechanism: deepen the reform of management system,perfect the incentive mechanism,improve the inspection and supervision mechanism;establish a correct view of education evaluation: correct the orientation of education evaluation,refine the rules of education evaluation;cultivate rational negotiation culture: promote the contracting of democratic negotiation activities,and improve the quality of democratic negotiation.