电大这个国内最早、规模最大的远程“连锁”教育品牌近来出现了危机,电大人要在危机意识中奋起,下决心除弊革新,采取有力有序有效的措施化解危机。根本措施是转变发展方式和管理方式。引进CI战略管理,再造电大品牌;强化和改进标准化,引进连锁教育合同管理;建立优胜劣汰,办学准入和退出机制;参与分校校长选拔和考核。 TV, the earliest and largest remote “education chain” brand in education in China, has recently witnessed a crisis. Electricity adults must step up in crisis consciousness and make up their own efforts to eliminate disadvantages and innovations, and take effective and orderly and effective measures to resolve the crisis. The fundamental measure is to change the mode of development and management. The introduction of CI strategic management, rebuild TV brand; strengthen and improve standardization, the introduction of chain education contract management; establish a survival of the fittest, access to school and exit mechanism; to participate in the selection and assessment of school principals.