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2006年8月,“老牌省重点”中学中铁二局一中正式由企业子弟校转制移交拾金牛区教育局,更名为“成都市通锦中学”。至此,这个有着50多年办学历史的老牌学校的隶属关系发生了重大转变,迈出了新机遇下的第一步。成都市通锦中学地处一环路以内,有一定的区域优势,但由于历史的原因,有着较浓厚的企业文化背景和企业机制管理留下的烙印。因此说,改革是一个质变的过程,它比改变一个学校的名称承载的东西更多。如何让学校适应新形势下的转变?面对日趋激烈的竞争形势,学校如何尽快步出“沼泽地”,重振雄风,怎样获得全面、快捷、健康、可持续性发展?这也是摆在谭六三校长这一班新任领导班子面前的难题。带着疑问,本刊记者走进了这所“新”学校。
In August 2006, the “old-provincial key” middle school Middle China Railway Second Bureau was formally transferred from the enterprise’s children’s school to the Jinniu District Education Bureau and renamed “Tongjin Middle School in Chengdu”. At this point, the affiliation of the old school with a history of more than 50 years has undergone a major transformation and has taken the first step under new opportunities. Chengdu Tongjin Middle School is located within the First Ring Road and has certain regional advantages. However, due to historical reasons, it has a strong corporate culture background and the imprint of corporate management mechanism. Therefore, the reform is a qualitative process. It is more than just changing the name of a school. How to adapt schools to the changes in the new situation? In the face of increasingly fierce competition, how can the schools step out of the “wetlands” as soon as possible and regain their vigour? How can they achieve comprehensive, rapid, healthy and sustainable development? The difficulties faced by the new leadership team of the 63 headmaster. With questions, this reporter went into this “new” school.