二级学院是大学组织重要的组成部分，承载着人才培养、科学研究、社会服务等基本职能。理顺二级学院内部的权力运行机制，对于推进与提升“双一流”建设水平具有非常重要的意义与作用。在我国大学二级学院内部存在着政治权力、行政权力、学术权力与民主权力四种权力。政治权力与行政权力的关系状态不仅会对大学内部学术权力与民主权力的运行产生重要影响，而且也会影响与制约着二级学院整体发展的水平与状况。本研究秉持问题导向，在文献研究基础上，通过访谈法、问卷调查法和个案研究法的运用，获取了大量的第一手实践资料，同时结合着研究者多年来的观察反思，对如何完善我国大学二级学院党政权力运行的协调机制进行了深入分析和研究。 从治理和善治理论、利益相关者理论、分权制衡理论分析，一个组织的有序高效运行，有赖于组织内部利益相关者各方对组织事务的共同参与、协商管理。在二级学院内部，善治与协商管理并不是通过简单的行政命令方式来实现的，而是通过持续互动和平等协商来完成的。实现善治与协商管理需要遵循“专业性”首创优先和“责任制”首责优先原则。在政治权力与行政权力运行过程中，既要分而治之从而避免“一家独享”，又要相互制衡从而避免“一家独大”。政治权力与行政权力作为二级学院内部两种基本权力，其在运行过程中常常会产生一定的矛盾冲突与问题，主要表现为如下几个方面：政治权力虚化，行政权力强势，党政权力运行失衡；学院党委（党总支）和行政领导班子各行其是，党政权力运行弥散；党政权力定位不准、行使不当，党政权力运行错位。这些现象的存在，严重影响和制约了学院健康可持续的发展。导致二级学院党政权力运行机制失调的原因有如下几个方面：职责分工不够明确，导致工作中的失位错位；角色定位出现偏差，影响了党政合作的效果；主动沟通不够到位，造成工作中的误解或冲突；个人素养不够全面，影响了党政合作的基础；制度建设不够完善，权力运行缺乏监督制约。 二级学院党政权力的协调运行，需要党政权力双方在明确各自职责的前提下，既有分工又有合作，既相互配合又相互制约，同时注重发挥学术组织和教职工代表大会的作用，通过互动和协商共同参与学院事务的管理，齐心协力促进学院的事业发展。 为完善我国大学二级学院党政权力运行的协调机制，研究提出了以下五个方面的建议与对策：坚持学院党政联席会议基本制度；强化“相对分工，绝对合作”的工作原则；校准书记和院长的角色定位；健全党政权力运行的监督制约体系以及加强学院文化建设。

The secondary colleges are important part of a university, which bearing the basic functions of a university, such as talents cultivation, scientific research and social service. Smoothing the power running mechanism within the organization of the college will affect very important significance and functions to improve the level of the world-class universities and disciplines. Political power (represented by the collegial communist party committee), administrative power (represented by the leading group of deans), academic power and democratic power are the four basic powers within the organization of the college. Among them, political power and administrative power are dominant. The relationship between them will not only affect the operation of academic power and democratic power, but also directly affect the overall development level of a college. Based on literature investigation, this problem-oriented study was carried out using interviews, questionnaires and case study to acquire much first-hand practice information, which, together with the observation and reflection of the researchers in the past years, made it possible for the researchers to perform in depth analysis and study on how to improve the coordination mechanism of political power and executive power operation in the colleges of Chinese universities. According to the theory of governance and good governance, stakeholder theory and the theory of separation and restriction of power, the orderly and efficient operation of an organization depends on the joint participation and negotiation management of all internal stakeholders on organizational affairs. This kind of good governance and negotiation management is not through simple administrative orders, but through sustained interaction and equal consultation. At the same time, good governance and negotiation management also follows the corresponding principles, including the first initiation of "professionalism", the first responsibility of "responsibility system". In addition, the political power and executive power should be divided and governed so as to avoid "exclusive ownership of power", and the powers should also be checked and balanced in between the shareholders to avoid "dictatorship of powers". In practice, there are often contradictions and conflicts in the co-operation of political power and executive power in some colleges: the political power is attenuated, the executive power is dominant, and the operation of political and executive power is unbalanced; the party committee (general branches of the party) and the administrative leading group of the colleges act in their own ways; and the operation of political and executive power is diffused; the position of the political and executive power is not accurately defined, and the operation of the political and executive power is dislocated and not executed properly. The existence of these phenomena seriously affects and restricts the sound and sustainable development of a college. The reasons for the uncoordinated mechanism of the political power and executive power operation in the secondary college are as follows: lack of clear division of responsibilities which leads to dislocation of power in work; deviation of role orientation which affects the effect of party-executive power cooperation; inadequate active communication which results in misunderstanding or conflict in work; incomplete personal accomplishment that affects the basis of party-executive cooperation; imperfect system construction and lack of supervision system in power operation.. The coordinated operation of political and executive power in secondary colleges requires both parties to cooperate with each other and restrict each other on the premise of clarifying their respective responsibilities. At the same time, they should participate in the management of college affairs through interacting and consulting the academic committee and faculty congresses, and work together to promote the development of the college. In order to improve the coordination mechanism of the operation of political and executive power in secondary colleges of Chinese universities, the following five suggestions and countermeasures were put forward: adhering to the basic system of the joint meeting of the Party committee and deans in colleges; strengthening the working principle of "relative division of labor, absolute cooperation"; calibrating the role orientation of the secretary and dean; and improving the supervision and restriction system of the operation of political and executive power; enhancing the culture construction in the secondary colleges.