I've read that innovation and dynamic management is suitable management to implement in educational institutions. But most universities in developing countries use either conventional factory management that puts discipline as a higher priority than creativity and innovation, or profit management that always measures performance as how many hours can you teach at a lower cost and higher profit.
Please provide your opinion, suggestion or reference on this.
Higher educatin institutions are knowledge organizations. The following should be kept in mind in their management:
1. Empowering, people-centric practices
2. Clear policy on talent attraction and retention
3. Least rules so that they do not come in the way of innovation, autonomy, excellence
4. Trusting practices, and not suspecting.
5. At the same time, employees have to be responsible for due discharge of their duties and realization of goals of the organization
6. Management by exception is the best rule to manage them--the leader intervenes only when change is warranted or a conflict occurs.
7. Participatory and involving in decision making.
8. Rules should be conducive towards building a learning organization.
9. careful selection of the leader/dean
10. Competitive pay, and merit-based performance management
Most of the universities in developing countries follow a fixed framework of studies and syllabus, which is revised at certain intervals. Innovation in education system is taking place very rapidly through massive use of information technology. The conventional class rooms are being replaced with virtual and flipped class rooms. Since higher educational institutes are organizations of knowledge creation through research, knowledge storage and knowledge transfer through organizational knowledge transfer mechanism, the management must be participatory and must involve all the faculties in decision making process. Management must be committed to the skill development , retention and motivation of good and experienced faculties who are the possessors of tacit knowledge. For many dedicated teachers, the teaching is not merely a profession but actually a passion.
Somehow, management of universities must keep a good balance in scientific life and politics. Once they need to represent a high quality of profession but next time they are represented by lobby intersests against the governments. This is why it is not enough if our managers are only good scientists.
Dear Prof. Debi for detail,scientific and experience answer(i always like how you answer question) this enrich more of my knowledge.
Thank you for ellaborating on inovation management, can you ellaborate more or give me refference on flipped class?
I do agree to Prof Adel and Prof Kamal, university suppose to be neutral from politicians.
Dear all Prof. Next question is so what kind of management tools or methods suppose to be implemented as i read its inovation management,dynamic management,conflict management , that best used to run a university?
https://www.researchgate.net/post/Higher_education_institutions_as_knowledge_management_institutions_for_sustainable_development2
with many reference.
All kind of the above management will work and it depends on many factors for efficiency and effectiveness.
Higher education institutions play an important role in building the generation of a nation. So in this perspective, an excellent management system is need of higher education institutions that could give confidence to students. A management system that could explore the hidden capabilities of students. A system that could be easily adopted by students and students should feel comfortable. A management system controlling all aspects of institution like academics, sports, public relations etc.
1. Higher education needs top class leaders at the national, state and institution levels.
2. Mediocracy should be uprooted.
3. Change for the better in terms of technology, academic honesty, openness to modern thinking and top order research can pave w.ay for world class institutions
@Dony, here is a good resource from Researh Gate database:
Conference Paper Leadership, Strategic Planning and Strategic Management for ...
I have attached a paper on Quality Management Practice in Higher Education! Quality Management is an important issue for sustainable development !
Higher education institutions have the role of giving specialized knowledge in different fields of science, art and literature and preparing future professionals for the nation's management from administration, economy, industry, technology, law, health etc.... They have also the role of making new cognitive processes from knowledge transfer, knowledge acquisition and upgrading. So a strong philosophical approach must govern the orientation of the needed human resources in balance with the available and the non available resources from natural, pastoral, agriculture, industry, ....etc and the specific problematic of each.
So the management of these institutions must use modern technological tools as well as be open and flexible for the students, the employees and different international and national cooperation schemes from teachers and researchers movement. Universities must built strategy to attract teachers and researchers from the world 'even for small periods' and to be competitive from students competition excellence. Diploma for every body must be from the past, students must meet excellence to be allowed diplomas and certificates.
There is still old problem which can be seen in many branches:
- if dean/provost should be scientist?
- if project manager in R&D should be scientist?
- if directior of the hospital should be physician?
- and many more.
There is no one prediminant answer, since we need true leader with organizational abilities, experience, and full of stamina. Sometimes it is possible to join be a good project manager and professor, sometimes not. Decision need for individual approach.
I think that the best is a true election system; in a faculty x, teachers are known and know each others and their ability or not in management is also known by each. so the corporation is able to choose for a mandate the suitable person as manager (faculty or university dean or any department's chief), the same for hospitals, R&D institutes....and may be different professional fields...
In higher educational institutions:
a) the connection between power and knowledge (Foucault's "power/knowledge") is inevitable. It is similary inevitable when researchers see their roles as servants of power.
b) the initiatives create experiences, actions and strategic choices which provide the basis for learning. The other side of learning is protecting knowledge.
c) The higher educational institutions managerial mechanisms used to protect knowledge and their effectivness could be an interesting research avenue
1. There is a need for top ranking teachers and researchers interested in taking up higher administrative posts to undergo an advanced course on Educational Management (either online or class-room course).
2. This should be backed up by orientation programs of short duration on a regular basis.
Many learn the intricacies of Financial Management, Organizational Behaviour and Marketing during their tenure. The tenure becomes their training ground and need to be avoided.
To manage the affair of an educational institution demands a management compass .I am not educationist but in very humble mode ,in light with my experience an during my service responsibility ,i remained a faculty member of in company 's officer training programme .In this line i merely take liberty to express my views .
Educationist call for heavy responsibility keeping in my mind the moral coral conduct ,value of discipline & studied of psy behaviour of the member associated with institution .With this ,a manual reflecting ,apart from the rules & regulation,systems,method & procedure .......It should cover the very reflection of the institution ,reflecting the coverage for which the institute stands for .
If necessary ,the important of media can not be over look approach of seminar & management
counsellor progromme of create a well impress image .I wonder,if the above line may help to create a part of programming plan
Dear @Kamal, advanced and specialized training on educational planning and management are given by UNESCO!
http://www.iiep.unesco.org/capacity-development/training/courses-at-iiep/specialized-courses.html
Transformational and Transactional leadership are the mostly used styles of management in educational institutions. These two styles proved to be efficient.
Higher educational institutes are interesting and are characterized by:
a) faculty : who are knowledge powerhouses and entrusted with the job of knowledge dissemination and creation besides training
b) Students: recipient of knowledge and also co-creators of knowledge,
c) Staff: important stakeholders who support the administrative processes and act as facilitators
The leadership in such institutes must be transformational rather than transnational as it is dealing with extremely intellectual resource.
Orders can not be simply dictated. But everyone has to understand and respect plurality and diversity of views. The system must encourage and nurture debate and discussion. Leading such an institutes can be done only by examples, and walking the talk.
The leadership must encourage innovation.
Higher education institutions are knowledge sharing organizations. Empowering people-centric practices,Strict rules so that they do not come in the way of innovation, autonomy, excellence employees are treating that they are prepared to do the work not for additional growth of students,Management by exception is the best rule to manage them--the leader intervenes only when change is warranted or a conflict occurs.Rules should be conducive towards building a learning organization.Competitive pay, and merit-based performance management and finally one more thing is that there is no participatory learning and performance based result
In higher education,appointments, promotion, funding, granting of courses etc., have become mechanical and sycophancy. Eliminate them, you will have better higher institutions.
@Dony, your fine thread has some relations with my thread on Sustainable University?! I think that type of management is the one of the main issues leading toward sustainability! What is your opinion?
https://www.researchgate.net/post/What_is_the_model_for_a_sustainable_University_In_the_era_of_economic_crisis_and_great_competition_among_Universities_how_to_ensure_sustainability
I feel that education system is the pillar of any nation and hence innovative and dynamic management should be implemented in educational institutions. But it is also true that higher priority is given to profit management that measures performance at the lowest cost to get higher profit.
There are no standard style to manage higher education institutions. Actually there are many factors effecting the way of how top management behave in higher education institutions. Particularly, there are factors such as; organizational culture, staff qualifications and experience, financial factors.
Based on SCT Social Cognitive Theory people can interact with external and internal factors. Thus top management in HEIs will deal with subordinates and take decision in response the environmental factors.
Regards
All social institutions have to be prepared for the changes and
challenges of a highly competitive and ever increasing global environment
that is in a constant state of flux. Institutions of higher
education are not exempt from this overwhelming trend. Addressing
these changes and challenges has meant finding ways to align organisational
capacities with environmental demands and opportunities,
as well as a big responsibility for governance and management at
the institutional level.
While it is recognised that higher education
institutions are historically collegial organisations, it is also
recognised that the collegial system needs to support accountability
and institutional responsibility, or even be more managerial in order
to face the challenges of the future. Although it is acknowledge that
HEIs are unique, there is also growing acceptance that general
management principles and tools need to be adopted to commit to
continuous improvement. Strategic management and strategic planning
are important concepts that HEIs should pursue in the future.
The higher education enterprise must shed its defense of the status
quo and develop a far more adaptive, proactive and flexible approach
to strategic management. It must also recognise that the growing
complexity of the institution necessitates that the leadership delegate
more responsibilities and empower more individuals. This in turn
means leadership must recognise the need to employ the best and
brightest minds possible and to accept the realisation that no one
individual can be the final authority on every aspect of institutional
operations. Any number of people within an organisation can be
found that possess a strategic perspective. The complexities of today’s
HEI demand that the designated leader call upon these individuals to
contribute to the collective process of distributed leadership. As
noted by van Vught (1988), HEIs must take personal responsibility
for their policies, not as autonomous units, but as integrated organisations
with a clear identity and strong leadership buttressed by
strategic planning.
Taylor, J.S. & Machado, M.L. (2006). “Higher Education Leadership and Management: From Conflict to Interdependence Through Strategic Planning”, Tertiary Education and Management, 12, pp. 137-160
Taylor, J.S.; Machado, M.L.; Peterson, M. (2008) Leadership and Strategic Management: keys to institutional priorities and planning in European Journal of Education. Pp 369-386.
Dear @Dony, new University leaders face new challenges of a modern world. They need new or improved skills like accountability and persuasion!
"Developing a broad set of leadership and governance skills in the areas of policy reform, institutional strategy making, organization development, change management and the administration of academic processes is needed..."
http://www.msm.nl/program/program/executive-education/leadership-and-management-of-higher-education-institutions-lmhe/
From my experience, in general, I can say that the management of higher education institutions must be based fundamentally on three pillars:
- Continuous improvement of human resources
- Involvement with stakeholders, internal and external
- Involvement of students in the teaching-learning process
To do this we must respect the following principles:
- University Autonomy
- Encouraging creativity and innovation
- Proximity Policy
How to implement?
- Through a strategic management system
- That includes a quality management system and a social responsibility system
I applied this strategy in my institution. I applied the Balanced Scorecard methodology, ISO 9000, specific software, etc. I have a few publications on the subject available on ResearchGate. I am available to deepen this.
It is always good to maintain the employees because training the new ones is much more expensive than maintaining those you have already!
Applying mix marketing approach which is innovative in nature.
I have just submitted for publication two articles related with this topic. One focused on strategic management, evidencing the main strategic options of the HEIs in Portugal, their monitoring and follow-up. The other centered on the management control systems in HEI. We will soon be able to share this information.
I have publish article on "Marketing management strategy in high education institutions in Nigeria" and two other articles on "Application of Marketing Mix elements on innovative management in Universities of North Eastern Nigeria" "Branding dimensions on dynamic management in higher education institutions in North Eastern Nigeria".
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