The planning and strategic management of higher education institutions can transform non-traditional colleges into innovative and cutting-edge institutions in today's education.
Neither particular strategic tools nor sets of specific pedagogical methods can guarantee the quality of education. In addition, the quality should be compared to its total price (tuition fees plus efforts of students and opportunity costs of the time spent in academia).
However, there are some models that help to build organizations oriented towards proactive innovations (see enclosed). This not always lead to superior quality, but assist in aspirations to reach it.
In America, it seems that most higher education institutions moved to a business model that, in my humble opinion, is highly detrimental to the quality of higher education. This business model is based on the over-reliance on adjunct professors to deliver the educational services financed by students and paid for by students over many decades.
Adjunct professors are over-worked and underpaid, receive no benefits, and have no job security, while school administrators are very well-compensated. Consequently, adjuncts often work at several different institutions just to eke out a living. Working at several different institutions diminishes the quality of attention and feedback to students:
One of the most important strategic decisions would be to change the adjunct-dependent model to a reliance on full-time professors. Data on adjunct pay (can be requested by institution) can be found at:
At Aalborg University a key pedagogical strategy is Problem-Based Learning for all faculties. This pedagogical approach is a key mechanism for creating independent, creative and problem solving graduates.
First of all, higher education institutions should focus on creating and transferring academic knowledge. It gives the tools for innovating. In any area.
I agree with Sergio Pamboukian , heavy use of adjunct teaching seriously degrades quality of education.
I have seen strong evidence of this. The opposite approach is to build a culture of commitment to teaching quality among faculty. This would often include rewards based on teaching. When faculty perceive rewards are only tied to research this is difficult to achieve.
If Educational Institutions are to achieve success in the marketplace, they must begin to think about their business strategy in new ways. Traditional competitive approaches that rely on product differentiation do not produce optimal results, nor do they take advantage of new sources of profitability that the connectivity of a networked economy offers. Too often, they focus the attention in the wrong place.
To survive and prosper today, Educational Institutions must shift their attention from products to customers and create a business plan based on:
▪ The innovative restructuring of your customer relationships
▪ Segmenting your customers more creatively
▪ Delivering a value proposition that places the customer at the center of your strategy
The research at the MIT Sloan School of Management, has given rise to a powerful business model that reflects the many new ways to compete in the current economy. Called the Delta Model, it was designed to offer senior managers a fresh and pragmatic approach to critical strategic business thinking. This new, integrative, strategic framework presented by Enrique Suarez, allows educational managers to identify new sources of profitability, develop new strategic approaches, establish new directions for their educational institutions, and implement an enhanced strategic agenda.
This strategic framework will also allow Educational Institutions to gain pragmatic insights on how to:
▪ Begin to change from a product-driven orientation to a customer-driven orientation
▪ Utilize “complementors” to extend your enterprise network
▪ “Decommoditize” the way you do business by strengthening your customer relationships
Upon request, I will email you the complete two-day Delta Model training program
Neither particular strategic tools nor sets of specific pedagogical methods can guarantee the quality of education. In addition, the quality should be compared to its total price (tuition fees plus efforts of students and opportunity costs of the time spent in academia).
However, there are some models that help to build organizations oriented towards proactive innovations (see enclosed). This not always lead to superior quality, but assist in aspirations to reach it.
In my opinion to guarantee quality of education the following strategic initiatives are a must:1.No State interference.2. Majority of the management should be from industry background.3.Encourage industry experts to be adjunct faculty.4.
Syllabus to be revised every two years to include emerging subjects.5. Students should be made to have hands on experience to be industry-ready at the end of the course.6. Research excellence should be a common parameter for faculty and students assessment.7. implementation of all the above is necessary for the outcome sought.
To attain quality education in institutions of higher learning reduction of adjunct is a must because over reliance on adjuncts reduces quality. Also, compensation of the existing faculty must be good enough to attract quality faculty. Last, experiential learning should be the way to go if institution of higher learning have to achieve quality education.
I think about three very important factors, one is the study program, that must be appropriated and actual, other is the quality of students and the third is the quality of professors
I think about thera are three very important factors, one is the study program, that must be appropriated and actual, other is the quality of students and the third is the quality of professors
Varias observaciones respecto a tu planteamiento estimado Sergio, en primer lugar ¿qué es calidad en educación?, segundo ¿con gestión estratégica te refieres al modelo educativo, a su planificación o una combinación?
En relación de la percepción de la calidad surgen varios conflictos, hay quienes la relacionan con sus indicadores de estudiantes graduados, otros con porcentajes de estudiantes trabajando, otros desde las publicaciones, entre otros, y la dificultad se concentra en que la calidad es la percepción de la propia universidad y de los organismos y normas que la regulan, en donde, el problema es la falta de coordinación entre universidad, empresa, sociedad y el Estado.
En cuanto al enfoque de gestión estratégica hay que mencionar que las estrategias de las instituciones no siempre responden a situaciones propias de la educación, sino a enfoques comerciales y de rentabilidad como lo han comentado ya otras personas, perdiendo el sentido de una formación universitaria y cayendo en aspectos de estatus.
Desde mi pensar, la educación superior debe incorporar enfoques de generación y transferencia de conocimiento en respuesta a una comunicación permanente con los actores principales de los medios sociales en los que se encuentran las universidades
Digitalization of teaching methods and textbooks, which allows the refresher, rapid and permanent updating of taught knowledge. For example, for the development of students' organizational and managerial skills, I designed a digital teaching and management training manual using computing devices and chess games against them: https://www.amazon.com/Scientific-Systemic-Management-Scientific-Systemic-Management-Scientific-Systemic-Management/ fundamentally, Educational / dp / 1533231885