This study tries to discuss mainly on the adjustment in the management strategy of public and private schools of Macao S.A.R., using the "SWOT" model in the strategic management theory. Regarding with the methodology, the author tries to find out the appropriate alternatives of the strategies by analyzing the internal and external environment in order to unveil the internal strengths and weaknesses as well as the external opportunities and threats, together with the need for the development of education. This study has a thorough analysis covering areas about the operation and the mode of operation, curriculum development, education effectiveness and supervision of the public and private schools of non-tertiary education of Macao S.A.R. There is a strong focus on the policy of Macao education on funding, curriculum, teachers and the developmental direction of pedagogical management policy. The content of this study includes an introduction of the general background and current situation of education of Macao S.A.R., an analysis of the theoretical structure of public management, followed by a deep discussion on the management strategies of non-tertiary education of Macao S.A.R. It is believed that the characteristics and the structures of Macao's public and private schools are definitely different from those of the other regions. A strong foundation has been established in the management of free education and compulsory education. In future, there should have further educational investment in the field of basic education, consolidation and improvement in the quality of education, embodiment of equality in education, and improvement in the school completion rate in basic education. In the relationship between the government and primary and secondary education institutes, the government should further ensure the pedagogical freedom of schools while playing her appropriate role at the same time, including the development of the framework and standard of curriculum, establishment of a power-shared curriculum policy making mechanism, carrying out systematic evaluation to schools, provision with system to ensure diversified participation of school management. The range of free education should be further expanded. For schools joining the net of free education should bear responsibility in the pedagogical effectiveness, minimizing the repetition rate and improving the school-leaving rate of students. The government should elaborate the framework for teachers' career, improve as much as possible the welfare, remuneration and salary, and stabilize the working team of teachers. The overall development of future education policy should be in line with changes in the world, leading ultimately to an integral improvement in the quality of education and true realization of the philosophy of whole person development.

本文試圖運用戰略管理理論中的SWOT分析模式，著重探討澳門公、私立學校經營策略的調整。在方法論上，作者力圖同時分析教育內部與外部的環境，找出內部的優勢(Strengths）和劣勢(Weaknesses）以及外 部的機會（Opportunities）和威脅（Threats)，再結合澳門教育發展的需要，作出恰當的戰略選擇。 本文對澳門非高等教育公、私立學校的運作情況、模式、課程發展、 教育績效和監管等方面進行了分析，著重探討了澳門教育的經費政策、課程政策、教師政策和教育管理政策的發展路向。全文首先闡述了澳門教育的背景與現況，分析了公共管理之理論架構，然後深入探討了澳門非高等教育之經營策略。 本文認為，澳門的公、私立學校在性質和結構上都與其他地區不同， 免費教育和義務教育的經營已有很好基礎。今後應進一步加大基礎教育投資，鞏固和提昇教育質量，體現教育公平，提高基礎教育階段學生的完成率。在政府與中小學教育機構的關係方面，既要進一步確保學校的教育自主，又要恰當發揮政府的作用，研製課程框架、課程標準，建立權力共享型課程決策機制，對學校進行系統的評鑑，爲學校管理的多元參與提供制度保證。應進一步擴大免費教育的範圍，加入免費教育網的學校應對教學績效作出承擔，減低留級率，改善學生的離校情況。政府應制定教師職程制度框架，儘量提升教師的福利、待遇和薪酬，穩定教師隊伍。 未來教育政策的總體發展應與時並進，最終要促進教育素質的整體提升，令全人發展的理念得到真正落實。