Study on Practical Teaching in Community Governance Courses from a Synergetic Perspective

Authors

  • Lu Sun

DOI:

https://doi.org/10.54691/k9j6a448

Keywords:

Practical Teaching; Community Governance; Talent Cultivation; Synergetics.

Abstract

The community governance course aims to lay a solid foundation for cultivating interdisciplinary and application-oriented professionals with practical skills in community planning, governance and services. However, the current practical teaching of community governance courses in Chinese universities faces several challenges, including inconsistency in content, weak faculty capacity, and limited teaching methods. The training of application-oriented talents for grassroots governance should focus on enhancing overall functionality and fostering synergetic effects. This requires not only institutional coordination at the university, college and department levels to provide resources and incentives but also collaboration among various internal and external stakeholders to optimize resource allocation. By implementing a multi-dimensional synergetic approach to practical teaching, the effectiveness of practical education can be improved, ensuring a steady supply of much-needed talent for grassroots governance in China.

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References

[1] Cao, H. (2018). Community Governance and Service Innovation Under the Leadership of Party Building. Political Science Research, (1), 95-98.

[2] Huang, R. (2011). Thoughts on the Management of Practical Teaching for Community Governance and Service Programs. Education and Career, (6), 164-165.

[3] Qiu, Y., Zhang, J., & Duan, X. (2011). Innovation in Community Governance Course Internship Practice Teaching and Methods Under the Government-University Cooperation Model. Heilongjiang Education (Higher Education Research and Evaluation), (5), 61-63.

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Published

2025-04-28

Issue

Section

Articles

How to Cite

Sun, Lu. 2025. “Study on Practical Teaching in Community Governance Courses from a Synergetic Perspective”. Scientific Journal of Economics and Management Research 7 (4): 10-14. https://doi.org/10.54691/k9j6a448.