ID 25 EDUCATIONAL MANAGEMENT ECOSYSTEM
ACADEMIC EXCELLENCE IN IMPROVED ECOSYSTEM AND FACULTY ENGAGEMENT THANIKACHALAM VEDHATHIRI VTHANI2025@YAHOO.IN
OBJECTIVES • Identify various planned development activities to institutionalize academic excellence.
• Review various research works on the planning excellence in academic programs, research, consultancy activities and planning international programs and conferences.
• Establish consultancy units in the industry hubs and corridors.
RESEARCH METHODOLOGY • Naturalistic evaluation model of Prof. Guba, Indiana University, USA • Respondents: Senior faculty members who attended various workshops on Higher Education Administration, Leadership Development, Human Resource Development, Institutional Evaluation, Institution Development, Creation of Centers of Excellence and innovation.
• Formation of Quality Circles composed of senior faculty members and generating implementable solutions in the area of faculty excellence.
WHO DECORATES THE UNIVERSITY OF MADRAS ? SIR C V RAMAN
SRINIVASA RAMANUJAN
EXCELLENCE IN THE 20TH CENTURY SPACE STATION
MOON EXPLORER
ACADEMIC EXCELLENCE •The Quality of Outstanding or Extremely Good. •Institutes Offer Distinctive Programs •Develops Brilliant Graduates and Postgraduates •Employs Eminent Faculty •Offers Superior Solutions to solve many tough problems of the Society
ARE WE PLANNING EXCELLENT OUTCOME BASED PROGRAMS? ENGINEERING PROGRAMS
APPRECIATION
EUROPEAN FOUNDATION FOR QUALITY MANAGEMENT (EFQM) EXCELLENCE MODEL • Self-assessment framework for measuring the strengths and areas for improvement of an institution across all its activities.
• Focuses on what an institution does, or could do, to provide an excellent service or product to its customers (students), service users or stakeholders ( government, industries, society at large).
• Non-descriptive and does not involve strictly following a set of rules or standards but provides a broad and coherent set of assumptions about what is required for a good institution and its management, under the control of those who use the methods rather than an external evaluator (Government , High Power Evaluating Committee, or Accreditation Officers )
BROAD CRITERIA OF THE E. F. Q. M EXCELLENCE MODEL • Leadership • Policy and Strategy • People (faculty members, technical support staff, students, clients, customers, and management)
• Partnerships and Resources • Process Management
FORMER CHAIRMAN, BOARD OF GOVERNORS, NITTTR-CHENNAI GUIDANCE FOR EXCELLENCE
ENDLESS PURSUIT FOR EXCELLENCE
LEADERSHIP
• Excellent leaders develop the faculty and facilitate the achievement of the institute’s mission and vision.
• They develop organizational values and systems required for sustainable success and implement these via their actions and behaviors.
POLICY AND STRATEGY
• Implement the mission and vision by developing a stakeholder-focused strategy that takes account of the market and sector in which it operates.
• Policies, plans, objectives and processes are developed and deployed to deliver this strategy.
EXCELLENCE IN WARSHIPS OLD WARSHIP OF 1000 AD
MODERN AIRCRAFT CARRIER
FACULTY AND STUDENT MANAGEMENT • Manage, develop and release the full potential of their faculty and students at an individual, team-based and organizational level.
• Promote fairness and equality and involve and empower their faculty and students.
• Care for, communicate, reward and recognize in a way that motivates faculty and build commitment to using their skills and knowledge for the benefit of the organization.
ACTIONS TO BE AVOIDED • Transferring the faculty when are doing PhD as part-time internal candidates. • Suspending the well performing faculty without assessment and investigation. • Dismissing the faculty without established crimes. • Diverting the project funds to non-project activities. • Ousting the technical support staff who are paid from the projects during the project. • Obstructing the project activities without investigation. • Compelling the project leader to employ unrelated persons.
FACULTY AND STUDENT MANAGEMENT INSTRUCTIONAL EXCELLENCE
HIGH PERFORMING STUDENT
FACULTY DEVELOPMENT STRATEGIES • Select appropriate faculty for PhD programs under QIP. • Reimburse the travel cost for presenting papers in the conferences as the MHRD norms.
• Reimbursing the cost of MOOCs. • Support the conduct of workshops on the modernization of curricula, developing new curricula, and instructional design and delivery.
• Establish in-house faculty development programs and plan research based workshops.
PARTNERSHIP AND RESOURCES
• Plan and manage external (industry, national labs, research universities) partnerships, government supports and internal resources in order to support policy and strategy and the effective operation of transformation processes.
• Balance the current and future needs of the institution, the community and environment during planning and whilst managing the partnerships and resources.
EXCELLENCE IN TRANSPORTATION STEAM ENGINE
BULLET TRAIN
TRANSFORMATION PROCESS MANAGEMENT
•Design, manage and improve processes in order to fully satisfy and generate increasing value for customers (parents, students, industry clients, IDAs) and other stake holders.
TRANSFORMATIONAL LEADERSHIP (LEITHWOOD, BEGLEY, COUSINS, 1994)
•Implies major changes in the form, nature, functional and/or potential of some phenomenon; applied to leadership, it specifies general ends to be pursued though it is largely mute with respect to means.
THE BALDRIGE MODEL FOR PERFORMANCE EXCELLENCE • Widely adopted in the United States • More directly applicable to educational institutions • Stresses student learning while recognizing education institute’s varying missions, roles, and programs
• Year to year improvement in student learning • A demonstrated leadership in performance and performance improvement relative to comparable institutions and appropriate benchmarks.
EXCELLENCE IN CONSTRUCTION HUT
TALLEST BUILDING
EXCELLENCE IN THE U. S. A. (BRENT RUBEN) • Evaluate areas to define excellence in higher education: - Leadership - Vision, mission and programs - Beneficiaries and constituencies - Programs and services - Faculty/ staff and workplace - Assessment and information use - Outcomes and Achievements
EXCELLENCE IN RESEARCH (H E I S OF UK)
•World– leading in terms of originality, significance and rigor
INDIA DEMANDS EXCELLENCE Designers Planners Manufacturers Skilled workers Aero dynamic engineers Propulsion engineers Material scientists Electronics engineers Space scientists …………
EXCELLENCE IN TEACHING (GRAHAM GIBBS)
• Focus on the positive learning experience for students. • What best predicts educational gain is measures of educational process: What institutions do with their resources to make the most of whatever students they have.
TEACHING EXCELLENCE (ELTON) • A multidimensional concept • If teaching quality is to be maintained and enhanced, teaching excellence must be recognized and rewarded.
• A prerequisite for teaching excellence at the individual level is a trained teaching profession.
• Staff development directly links directly to the process of analyzing teaching excellence.
WHICH BIRD REPRESENTS EXCELLENCE IN NATURE ? INTELLIGENT CROW
BEAUTIFUL PEACOCK
WHAT SHOULD BE DONE ? (LEITHWOOD, 1994)
• Building institute vision, mission, goals and objectives. • Creating a productive institute culture, • Providing intellectual stimulations, • Offering individualized support, and • Modeling best global practices and key organizational values.
GLOBAL UNIVERSITIES OF YESTERDAY AND TODAY BUILT ON EXCELLENCE NALANDA UNIVERSITY
MIT BOSTON
ACADEMIC EXCELLENCE
• Academic Excellence is Essential in Developing a Nation’s Competitiveness in the Fast-Growing Knowledge Economy.
• Engineering Universities play key roles in Creating and Institutionalizing Knowledge and Human Capitals, Sustaining them through Continuous Research and Undertaking Sponsored Research Works from Industry and Government .
WORLD CLASS ENGINEERING UNIVERSITIES • Developing a Nation’s Competitiveness in the Global Knowledge Economy
• Create and Disseminate Knowledge • Develop a Highly Competent Workforce for Technological and Intellectual Leadership
• Serve not only the Needs of the Country but also Needs of the World
China’s “985 Project”
GLOBAL APPROACHES TO EXCELLENCE
Germany’s “Centers of Excellence” Korea’s “Brain Korea 21” Russian Federation’s “National Research University” Saudi Arabia’s “Education City Projects”
ATTRIBUTES FOR RESEARCH UNIVERSITIES (ALTBACH, 2011)
Highly Qualified Faculty
Talented Students
Excellence in Research
Quality of Teaching with International Standards
High levels of Government and Private Funding
Academic Freedom
Autonomous Governing Structure
Well-Equipped Facilities
SALMI’S (2009)
COMPLEMENTARY FACTORS
A Concentration of Talents Favorable and Autonomous Governance
Abundant Resources
SALMI’S PRESCRIPTION FOR TECHNICAL UNIVERSITIES
Encourage Strategic Vision and Innovation
Should offer a Rich Learning and Research Environment
Should Provide Favorable and Autonomous Governance
INSTITUTE BASED MANAGEMENT (IBM) (PRISCILLA.W & ALBERS MOHRMAN, 1992) DECENTRALIZE
• Power to Make Decisions that Influence Institutional Practices, and Directions
• Competencies that Enable
Faculty to Understand and Contribute to Institutional Performance including Technical Knowledge to Do the Job or Provide Services, Interpersonal Skills, Managing Knowledge and Expertise
INSTITUTE BASED MANAGEMENT… (PERISCILLA & ALBERS, 1993)
• Information about the Performance of the Institution including Revenues, Expenditure, Department Performance, and Strategic Information on the Broader Policy and Economic Environment, and
• Rewards that are Based on the Performance of the Institution and the Contributions of the Faculty
FACULTY ENGAGEMENT FOR DEVELOPMENT (PAUL D U & MATTHEW , GARY RHOACHES, RACHEL C P AND STEVENS)
• High Levels of Engagement at the Institute • Faculty Members use Active and Collaborative Learning • Engage Students in Experiences • Emphasize Higher Order Activities in the Class Room • Interact with the Students Academically • Value Enriching Educational Experiences • Conduct Faculty Workshops, Teaching Circles • Leadership Development and Faculty Mentoring
TRAIN THE NOVICE • Depute the Novice to the Planned Faculty Development Programs of AICTE, Academic Staff Colleges, ISTE, NITTTRs, In-house Workshops, and Foreign Programs under Bilateral Agreements
• Sanction leave for acquiring advanced degrees from the Research Universities
• Suggest them to undergo MOOCs of Coursera, edX, and World Bank Institute.
SEQUENTIAL SUMMER SCHOOLS LEADING TO MASTER DEGREES IN ENGINEERING
• Reintroduce Sequential Summer Schools leading to Masters Degrees in Engineering Education in IITs, NITs, NITTTRs and State Technical Universities
• All the Four NITTTRs Plan MOOCs • All the Extension Centers of NITTTRs can offer National Faculty Development Programs
WHICH MEDAL REPRESENTS THE EXCELLENCE ?
PROFESSIONAL DEVELOPMENT THROUGH MENTORS
Develop
Develop Mentors through NITTTRs
Develop
Develop Mentoring Programs
Organize
Organize Pilot Study
Improve Get Standardize
Improve Mentoring Process Get the Feedback from the Mentees Standardize the Mentoring Process
GENERATE CASE STUDIES Collect Information from the Ongoing National Projects
Organize Cases on the Success Stories and Failures
Prepare Draft Cases
Administer to the Faculty
Get the Feedbacks
Revise and Improve
PART-TIME INTERNAL RESEARCH WORKS Register
Register the Candidates as Part-Time Internal or External Researchers for PhD Program under the Approved Guides in the Autonomous Colleges, NITs, State Technical Universities, and NITTTRs
Provide
Provide more Number of Fellowships for PhD Programs of AICTE
Engage
Engage Emeritus/Adjunct/Visiting Faculty Members to Supplement and Complement
WEBINARS/PODCASTS/VIDEO CONFERENCES
1 Plan Webinars/Podcasts/Video Conferences as National Initiatives for Faculty Development
2 Supplement the Research Works on Research Methodology
3 Develop CDS for their use
PLAN FLEXIBLE PROGRAMS
1 Plan Flexible Duration Masters and Doctoral Programs
2 Plan Interdisciplinary Research Programs (MS)
3 Recognize the Programs for Recruitment and Promotion
QUALITY CIRCLES • 30 Participants in HRD from overseas countries under SCAAP, ITEC, TCS schemes of Government of India
• 11 M. Tech (HRD) Participants • 3 PhD Research Scholars • 20 Short-Term Faculty Participants • Quality Circles were constituted; Maximum 8 per Circle; Duration of the Exercise : 45 minutes; Case Studies were Distributed
SUGGESTIONS FROM THE QUALITY CIRCLES
Strategic Planning
Establishing an Industry-InstituteGovernment Partnership
Establishing a Local Forum
Developing MOUs with the Companies
Networking with International Universities
Planning Quiz Competitions
SUGGESTIONS FROM THE QUALITY CIRCLES‌
Establishing
Establishing a Counselling Center
Planning
Planning Open House Planning a Product Development Center Planning Local Centers of Professional Associations
Planning Planning Planning
Planning Consortium of the Engineering Colleges
Planning
Planning Interdisciplinary Engineering Education and Research Programs
SUGGESTIONS FROM QUALITY CIRCLES‌
Planning
Planning Dual Programs
Planning
Planning Service Centers for MSMES
Planning
Planning the Production Centers
Planning
Planning
Planning and Developing
Planning Entrepreneurship Development Programs Planning Instructional Materials Development and Production Centers Planning and Developing MMLPs
ACADEMIC ECOSYSTEM
• Academic Council • Curriculum Development Center • Instructional Materials Development Center • Research and Development Center • In-House Faculty Development Center • Students Service Center • Grievance and Redressal Unit • Industry-Institute-Government Partnership-Center
INTEGRATED ACTIVITIES • Review the achievements once in a quarter • Conduct Academic Audit • Plan Appreciative Inquiries • Resolve the Bottlenecks and Obstructions • Publish the Annual Reports • Reward the Achievers and the Units/ Departments/Centers.
ACADEMIC EXCELLENCE • It is due to properly preparing a Strategic Plan coupled with the well designed Academic Ecosystem. The function of the Units/Centers could be facilitated through engaging the faculty.
• Success of Strategic Planning can be ensured through commitment for Academic Ecosystem and Engaging the Faculty
INSTITUTES WHICH INVESTED IN FACULTY ENGAGEMENT • Became Centers of Excellence • Innovation Centers • Their Services are sought after by MNCs and IDAs • Leaders in Prototype Developments • Substantially Added to Knowledge and Human Capitals
SUGGESTIONS • Focus on the student, on student learning and on personal support. • Focus on the learning environment • Focus on industry relevant, flexible and outcome based curricula. • Get the feedback ratings from the students to improve teaching • Emphasize on the scholarship of teaching
HOW ? (VICKI DENMARK, 2012)
•Demonstrating high-performance expectations and developing departments, centers, units to foster participation in institute decision
LET US CREATE GLOBAL MATHEMATICIANS, ENGINEERS AND TECHNOLOGISTS
THANK YOU FOR YOUR PARTICIPATION
• Your Questions Please. • You may
also send your questions to vthani2025@yahoo.in • If “U” need a copy of PPTS, please send an Email.