Comparative Study On Governance Structure Of Primary-Middle Private School Between China And Indonesia

China and Indonesia both are developing countries. The rapid development of theprivate schools, make the problems are also more, especially the organizers, board ofdirectors, Principals and between stakeholders have a serious problems will impact onthe continuing development of the private schools. This thesis using a case studies andcomparative approach, conducted a preliminary of the China and Indonesia primary andsecondary private schools governance structure, reference for each other in order toimprove both of the private school governance structure between the two countriesThis paper is dividing into six chapters, chapter one is introduction, describe thebackground, definition, literature and research methods. Chapter two is comparativestudy based on the background; describe the history of theoretical basis of two privateschools and the existing legal framework of two private schools. Chapter three untilChapter five is using decision-making bodies, executive bodies, oversight organizationanalysis and comparison of three private schools governance structure in China andIndonesia. The last chapter is the lack of conclusions and shortage.This paper argues, the common problems in the operation at China and Indonesiaprivate school are in the following aspects: first, the implementing organization both oftwo countries, between school principals and board of directors responsibilities unclear,leading the conflict between the principals and the board of directors. Second, thesupervisor organization, the governance and consumers have a weak supervise, also anddon’t have standardized; mainly in: first, decision making organization, at China hold the decision right and have the right to operate are the organizers, therefore at Indonesiawill separate between hold the decision right and have the right to operate. Second,implementing organization, China have a family-oriented situation on the internalgovernance structure. Principal, vice principal and other personnel, financialmanagement positions are by cronies or relatives of the principal, or have samecommon background, classmates and chairman of groupuscule etc; but there is almostno such situation in Indonesia private schools. Third, the supervisor organization. Chinaallow private schools to organize get a reasonable return, so it will difficult tosupervised the economic behavior the board of directors, but Indonesia private schoolsis non-profit, the organizers are not allowed to take return from school balances, so thesupervise mechanisms are relatively well. China and Indonesia can learn from eachother to improve the deficiencies of the governance structure of private schools,according to their own national conditions improved the private school insufficient, thuspromote the continued development of private schools.