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论文编号：	6844
作者编号：	2120122889
上传时间：	2014/12/7 17:48:52
中文题目：	A国际学校外籍教师管理的问题与对策研究
英文题目：	Research on foreign teachers’ management’s problem and solution of A International School
指导老师：	袁庆宏
中文关键字：	国际学校；外籍教师；文化适应；管理
英文关键字：	International school; foreign teacher; acculturation; management
中文摘要：	随着中国经济的迅猛发展，越来越多的外籍人士来华工作、生活，早期的国际学校应运而生，是专门为外籍人士子女在华学习而设立的。而后人才的全球化流动和越来越多的中国家长希望孩子到国外进修，使国际学校有了长足发展和更多的变化。比如有些国际学校可以招收中国籍学生，比如国际教育与公立高中结合组成国际高中。 四种类型的国际学校当中，第一类是外籍人士在中国境内开设的只招收外籍学生采用外国教育体系的学校。本文的研究对象A就是这一类的国际学校，由于师资和生源限制，此类国际学校数量不多，天津只有5家。而由于国际学校普遍采用英国教育体系，即A-level或者IB 体系,所以所有的教师(除中文课程)均为外籍,并以英语为母语国家的教师为主。所有的国际学校都面临着外籍教师管理的问题。本文以A国际学校为例，研究其外籍教师管理的问题与对策，希望能给同类的学校有一点借鉴作用。 A国际学校采用英国A-level教育体系,有33名外籍教师,课时不平均,且普遍每周工作时间紧凑,但是生师比却不高；学校每年教师流动率超过30%,没有有效的培训与激励，员工没有考核制度与上升通道。究其原因，一是校董事会与学校的管理架构制约了学校的发展；另一个是外籍教师的跨文化适应问题被漠视，因此无法提供有效地帮助与辅导，导致外籍教师独自面对压力，最终往往采用隔离策略，到期离职；最后是缺乏有效的激励。 从人力资源的招聘、培训、绩效考核、薪资等几个方面重新梳理A国际学校的外籍教师管理，提出一些优化策略，将跨文化适应与激励渗透其中。为了使优化策略落地得以实施，笔者提出了保证落实的一些必要条件。重新架构管理框架是最重要的一环。 盈利不是传统学校的必要任务，但却是国际学校赖以生存的根本，只有关心外籍教师，帮助其克服跨文化适应中遇到的问题并予以解决，工作中通过制度从物质和精神两方面对其激励，才能打造出一只优秀的教师团队，有这样的一支队伍，学校的声誉与生源将不再是问题。
英文摘要：	With the rapid development of Chinese economy, more and more foreign people work and live in China. The early International School is dedicated for these kind of people’s children. What makes International School have further development is global mobility of talents and Chinese parents’ wishes of their children’s study aboard. Then some International school could enroll Chinese students, then there are many international high school. In four kinds of International Schools, the first one is opened by foreign people and only enroll foreign students, in the meanwhile use foreign education system. A International School belongs to this kind, which is one of the five in Tianjin. International school often use English education system, A-level or IB system, that needs all the teachers (except Chinese) should be foreigner. Then all the International Schools face management problems of foreign teachers. This paper take A International School as an example, do the research on foreign teachers’ management and give some solutions. A International School use A-level system, it has 33 foreign teachers. The course hours are nonuniform and heavy. Teachers flow frequently, the rate is more than 30% per year. There is no effective training, motivation, feedback system and promotion. The reason is: management architecture of school’s board office and school are not match; no one cares foreign teachers’ acculturation which also can’t offer help; no effective motivation. This paper give some suggestions on recruit, training, performance and remuneration. After that, this paper list some necessary conditions to make the suggestion could works. The most important is set up new management architecture. Profit is not the most important for traditional schools, but International Schools must have profit. Foreign teachers are valuable resources for International Schools, administrators should help them solve problems in the process of cultural adaptation. School also need offer suitable motivation on material and spiritual, then it will gain reputation and students.
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