ANALYSIS OF THE OPERATIONAL PATTERNS AND PROBLEMS OF SHANGHAI DING DONG ART SCHOOL
Keywords:
Management, Operation Model, Shanghai Ding Dong Art SchoolAbstract
The purpose of this study is to 1) investigate the current operation, business model and curriculum of Shanghai Ding Dong Art School, and 2) analyze the management model, problems and guidelines for the operation of Shanghai Ding Dong Art School. This research is qualitative research using a literature review method on the operation, business model and curriculum of Shanghai Ding Dong Art School from books, research papers and related articles. In addition, the SWOT analysis method is used to analyze the internal and external environment, strengths, weaknesses, opportunities and threats of Shanghai Ding Dong Art School. Five experts in the field of art education and industry were interviewed in-depth and analyzed the data on the problem patterns and development trends from the interview contents were analyzed.
Findings of the research 1) Shanghai Ding Dong Art School is an art institution located in an economic area with high-income residents. Its operating model reflects the factors of art school market saturation, competitive pressure, staff turnover and government requirements. The school has relatively high operating expenses, leading to problems with operating costs. 2) The management model, problems and guidelines for the operation of Shanghai Ding Dong Art School have a conservative development strategy and direction, lack high-level marketing development and the establishment of a mechanism for managing personnel positions. There are 4 points for the development strategy and operation policies: the expansion of the school, the improvement of the quality of the school, cooperation and mechanisms for the reservation of teaching staff.
References
Chan, B. (2016). A day in the life of a Chinese student. https://medium.com/%40bevchan/a-day-in-the-life-of-a-chinese-student-175556e70eaf
Chen, Y. (2018). Analysis and measures of art development and measures outside the school. Art Education, 60, 126-128.
Darling-Hammond, L., Flook, L., Cook-Harvey, C., Barron, B., & Osher, D. (2020). Implications for educational practice of the science of learning and development. Applied Developmental Science, 24(2), 97-140. https://doi.org/10.1080/10888691.2018.1537791
Dou, J. (2022). Portal portrait and organization of children's art training institutions [Unpublished master's thesis]. East China Normal University.
Hashim, N. A., Tan, F. B., & Goh, P. S. (2021). Dynamic capabilities in education organizations: A conceptual framework. Journal of Organizational Change Management, 34(4), 812-828. https://doi.org/10.1108/JOCM-01-2015-0019
Ingersoll, R. M. (2021). Teacher turnover and teacher shortages: An organizational analysis. American Educational Research Journal, 58(5), 914-944. https://doi.org/10.3102/00028312038003499
Lee, J., & Lee, H. (2022). Managing costs and competition in small education businesses: Evidence from private institutions. Small Business Economics, 59(1), 145-164.
Mishra, P., Henriksen, D., & Mehta, R. (2020). Creativity in education: Insights from research and practice. Review of Research in Education, 44(1), 3-25.
Teece, D. J. (2018). Business models and dynamic capabilities. Long Range Planning, 51(1), 40-49. https://doi.org/10.1016/j.lrp.2017.06.007
The Central Committee of the Communist Party of China, & The State Council. (2020). Opinions on comprehensively strengthening and improving aesthetic education in schools in the new era. https://www.gov.cn/zhengce/2020-10/15/content_5551609.htm
Downloads
Published
How to Cite
Issue
Section
License
Copyright (c) 2025 Social Science Journal of Prachachuen Research Network
This work is licensed under a Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License.
บทความที่ได้รับการตีพิมพ์เป็นลิขสิทธิ์ของวารสารวิชาการสังคมศาสตร์เครือข่ายวิจัยประชาชื่น
