ID-11:
EDUCATIONAL MANAGEMENT ECOSYSTEM FOR FACILITATING THE DEVELOPMENT OF THE CEOS IN HIGHER EDUCATION INSTITUTES
Thanikachalam Vedhathiri (vthani2025@yahoo.in)
OBJECTIVES OF RESEARCH Identify the required professional competencies, emotional
intelligence, and ethical standards for the CEOs to manage and develop outstanding engineering programs and global projects
Suggest appropriate senior faculty development programs and
self-learning strategies to acquire high standards in the desired competencies
List some of the international practices to inculcate executive
development practices to lead the Centers of Excellence.
Identify the most effective way of recruiting the outstanding
administrative leaders for higher education institutes.
WHO ARE THE CEOS IN HIGHER EDUCATION INSTITUTES? Vice-Chancellors Presidents Vice- Presidents Directors Deputy Directors Principals Vice-Principals Deans Provosts Vice-Provosts
CHIEF EXECUTIVE OFFICERS (CEOS) OF EDUCATIONAL INSTITUTES Conference Hall for Group Decision Making
CEOs
CONTEXT OF THE 21ST CENTURY India Needs Well Performing Engineering Graduates Engineering Institutes should Establish World Class
Interdisciplinary Research and Development Programs
Add to Knowledge and Human Capitals Decentralize and Empower the Heads of Departments Solve the Emerging Problems in the Engineering Education
through Interdisciplinary Research and Development
Globalize Engineering Education Create Centers of Excellence and Innovations
PUTTING SELF BEFORE THE INSTITUTE BY THE CEOS The culture will be distorted Ethics would be derailed Informal organization would grow The goals would not be achieved Conflicts will arise Excellence will be forgotten Human capital will not be added There will not be any addition to knowledge capital Industries may not get work ready candidates
CHALLENGES THAT CEOS HAVE TO FACE Dramatically improve the outcomes of engineering education Find consensus in a hyper policy environment Succeed even as critical funding is cut year after year National policy success is increasingly linked to engineering graduates’
success, economic growth of India and social prosperity
India needs top talents in engineering analysis, design, prototype
development, testing, improving, manufacturing and maintenance
Coordinate the Governing Boards of Engineering Institutes under myriad
demands, strained budgets and high expectations.
Meeting the Challenges of Vulnerability, Uncertainty, Complexity, and
Ambiguity
HAVE YOU RESOLVED TO SUCCEED? IF YES… Develop strategic plan to move your institute forward Many CEO Development programs are planned and
operated to provide the advocacy, professional development and research support by various National Institutes You can develop a statewide engineering workforce that’s ready to meet the needs of the 21st century economy Your institution can deliver your mission, goal and objectives
2015-2020 India is the largest provider of global talent One in four graduates in the world being a product of the Indian
system
India is among top 5 countries globally in the cited research output R & D Spending in India is over US$ 140 billion India is a regional hub for higher education Swayam: MOOCS for the faculty development would provide more
CEO Development programs
ROLE OF THE CEOS IN ENGINEERING EDUCATION CRITICAL DECISION MAKING FUND RAISING FACULTY RECRUITMENT INSTITUTIONALIZING INTERDISCIPLINARY PROGRAMS ESTABLISHING CONSULTING CENTERS DEVELOPMENT OF HIGH-PERFORMING FACULTY TEAMS STRATEGIC PLANNING CREATING AN IMPACT ON THE HUMAN CAPITAL ETC.
NEEDS OF ENGINEERING INSTITUTES
01
From Preschools to Research Universities, they need competent and outstanding leaders and administrators with integrity
02
Competence: “A cluster of related knowledge, skills, and attitudes that affect the major part of one’s job/ roles/responsibility that correlates with performance on the job, that can be measured against well-accepted standards, that can be improved via Training and Development.” (Parry, 1996)
03
The Esman model on the Institutional Development considers the leadership as the foundation.
THE CEO
LEADERSHIP RESPONSIBILITY Driving Managing Building
Driving Outstanding Educational Results Managing People (Faculty, Staff, Students) Building Relationships (with Stake Holders- Employers, Donors, Society )
DRIVING OUTCOMES/RESULTS Achievement Orientation
Continuous Learning
Decision Making
Critical Thinking and Problem Solving
Planning and Execution
Direction Setting
Team Leadership
Performance Improvement
Talent Management
MANAGING PEOPLE (FACULTY, STAFF AND STUDENTS)
Stakeholder Management
Communicatio n
Self-Awareness
Cultural Competence
BUILDING RELATIONSHIPS WITH EMPLOYERS, GRANTS PROVIDERS-DST, TIFAC, CSIR, AICTE, DONORS, R&D LABS, & IDAS (ASIAN DEVELOPMENT BANK, UNDP, UNESCO, USAID, WORLD BANK)
Performance Improvement of the Faculty Members
Building International Academic Relationships
Creating Innovation in Engineering Programs
Globalization of Engineering Programs
Leadership Development
FOCUSED WORKSHOPS FOR SENIOR EDUCATIONAL LEADERS
ARE THE CEOS COMFORTABLE IN UNDERGOING TRAINING PROGRAMS? Most of the CEOs could not allocate time to attend the development
programs due to the pressure of administrative works.
They have some reservation in exposing them to various training
programs in India but they are pleased to undergo overseas training and development programs.
Most of them feel that the training institutes do not have appropriate
programs for them but pretraining programs are acceptable to the juniors.
During the implementation of development programs under IDAs, they
are compelled to attend them.
Hence, the development programs should be based on the project needs.
CEOS TRAINING AND DEVELOPMENT INSTITUTES Harvard University, Boston, USA: The Lakshmi Mittal South
Asia Institute
National Institutes of Technical Teachers Training and
Research- Bhopal, Chandigarh, Chennai and Kolkata
Academic Staff Colleges established by UGC State Higher Education Councils IIMs ISTE
Bidding
Planning for Consultancy Centers in the Industrial Hubs and Corridors
Bidding for Sponsored Projects under International Development Agencies (IDAs)
Planning Planning Cooperative Programs with the Industry
Establishing
Planning
Establishing Executive Development
Programs
FOCUSED WORKSHOPS‌
Planning Planning Industry Sponsored Dissertation Works
Accreditation of Engineering
FOCUSED WORKSHOPS…
Programs Human Resource (Faculty & Staff) Development Global Programs in Human Resource Management Strategic Planning of Engineering Institutes Continuous Process Improvement in Industry Specific Postgraduate Programs
FOCUSED WORKSHOPS…
Planning High-End Interdiscipli nary Postgraduat e Programs
Globaliz ation of Faculty Develop ment
Institutio nal Evaluatio n and Develop ment
Educationa l Innovation and Centers of Excellence
HighPerformin g Team Developm ent
PROCESS OF TRANSFORMATION Case Studies Problem Solving Risk Analysis Quality Circles Tracer Studies Innovations Invited Guest Presentations Desired Impacts Vision
WORKSHOPS TO IDENTIFY THE COMPETENCIES THROUGH QUALITY CIRCLES Heads of Departments of Project Polytechnics (1992-97) under World Bank Assisted Projects in Technician Education (Tech Ed I , II)
Heads of Departments from North Eastern States (2001-2007) under Tech Ed-III Senior Participants from Polytechnics and Engineering Colleges (2004-2008) under TEQIP I
Oversea Participants on HRD (2008-10) Case Studies Formation of Quality Circles Identification of Competencies
SYNTHESIS OF COMPETENCIES IDENTIFIED Establish an Establish Academic Cell and Plan Various Programs, Courses, Work Shops, Research & Development Works and Consultancy Projects
Establish a Establish Faculty Council to discuss the Development of the Interdisciplinary Departments, Center of Excellence, & Outreach Programs
Establish a Consultancy Establish Center to undertake Sponsored Projects from IDAs, MNCs, Govt. Departments
Establish an In-House Establish FacultyDevelopment Cell to Plan Faculty Training & Development Programs
BUILDING PRODUCTIVE RELATIONSHIPS Key Relations Assist Establish
With the Chairpersons & Key Faculty Members Assist them by delegating required Authority to Plan, Develop, and Implement Interdisciplinary Programs Establish Talent Management Cell to Provide Support in Appreciative Appraisal, Review and Improve Faculty Skills and Competencies
GLOBAL PROGRAM DEVELOPMENT CENTER Establish Assist
Establish a Global Program Development Center Assist the Faculty to bid for Global Projects under IDAs
Motivate
Motivate the Faculty to undertake Sponsored Research and Development Projects
Eradicate
Eradicate the Fear of Failure
Decentralize Decentralize the Decision Making Process Empower
Empower the Project Leaders
ESTABLISH A PUBLICATION UNIT
Establish
Establish a Publication Unit
Encourage the Preparation of Quality Instructional Materials, Lab Manuals, Drawing Manuals, Encourage Monographs, Item Banks, Case Studies, Project Reports, etc.
Publish
Publish them through Reputed Publishers for Diverse Global Readers
 Establish Professional
PROFESSIONAL ASSOCIATIONS
Associations for Conducting Seminars, Conferences, Workshops, Field Visits, Quiz Programs, Intrapreneurship Development, Entrepreneurship Development, Incubation Units and Startups.
RESEARCH & DEVELOPMENT CENTER Establish
Establish a Research Center for Undertaking Interdisciplinary Research Projects in Engineering Education
Establish
Establish a Video Conference Unit, Multimedia Learning Aids Production, and Online Publication
Develop
Develop MOOCs in Engineering and Applied Science , Economics and Humanities
Arrange Scholarships, Assistantships, Bank Loans, Internships, and Quiz programs
Assist in Getting Travel Concessions/ Grants
Inter Institution Competitions
Outstation Visits
Global Programs
STUDENT PERSONNEL ADMINISTRATION UNIT
ALUMNI INTERACTION UNIT Establish
Establish an Alumni Interaction Unit
Arrange
Periodically arrange “get to gather� events
Get Organize Involve Invite
Get the feedback on the Curriculum and Instructional methods Organize Advanced Workshops Involve the Alumni in Intrapreneurship Development Invite the Alumni to share the Advancements in the Industrial Processes
Nondiscrimination of the Faculty
Transparency in Administration
Assistance to Physically Challenged People
Encouragement to Outstanding Faculty
Encouraging the Faculty to reach Global Standards
Acceleration of Institutional Development
Following the Constitutional Rights of the People
Openness in sharing the Government Policies and Directions
Following the Ethics
ADMINISTRATIVE COMPETENCIES
Responsibilities towards the Students, Faculty and Staff
Responding to the needs on RTI
Implementing the Development schemes of the Ministry of HRD
Establishing an Innovation Center
Collaboration with other Development Institutes of the Government
Continuous Process Development in Academic Programs, Research, Consultancy, and Innovation
Evaluation of Performance of the Departments and Correct the deviations
Assisting the Standing Committees of the Governing councils
ADMINISTRATIVE COMPETENCIES‌
ADMINISTRATIVE COMPETENCIES… Displaying vision, mission, goals and objectives of the institute Developing the administration towards self- directed, proactive and direction Cultivating excellent written, oral, interpersonal communication abilities Encouraging a large interdisciplinary professional teams Periodically monitoring the projects Empowering the star faculty Decentralizing the administration Facilitating the key faculty to undertake global projects under IDAs Decreasing the bottlenecks Maximizing the institutional performance
Enlarging Professional Practices in Higher Education Management
Meeting the Challenges of the Climatic Changes
Utilizing Digital Technology
Meeting the Challenges of Vulnerability, Uncertainty, Complexity, and Ambiguity
Academic Auditing
Developing Strategic Partnership with various Ministries, IDAs, Higher Education Councils
Encourage High Performing Teams
ADMINISTRATIVE COMPETENCIES‌
EXECUTIVE DEVELOPMENT PROGRAMS IN EDUCATIONAL MANAGEMENT NITTTR-Chennai conducted three days short-term courses
and workshops in the following areas for the Prospective CEOs:
Performance Management Leadership Development Human Resource Management Strategic Planning High- Performing Team Development
WORKSHOPS ON CONTINUOUS PROCESS IMPROVEMENT Accreditation of Programs Focused Skill Development through Non-Formal
Programs for Rural Youths
Conducting Open House for the Societal Development Student Focused Professional Seminars Focused Tracer Studies of the Alumni Planning Co-operative Programs with MSMEs Inter Institute Collaboration in Planning Industry
Specific Programs
EXECUTIVE DEVELOPMENT PROGRAMS IN ENGINEERING EDUCATION PLANNING Planning Industrial Consultancy Projects Bidding for Projects under State and National
Development Agencies (SNDA) Globalization of Engineering Programs Continuous Process Improvements in Development and Implementation of Educational Programs Planning Industry Relevant Interdisciplinary Courses
EXECUTIVE DEVELOPMENT PROGRAMS IN ENHANCING FACULTY SKILLS In-House Faculty Development Workshops Strategic Planning Institutional Development Enhancing Interpersonal Relationships Focus on Performance Skills and Practices Appreciative Inquiry Problems - Solving and Risk Taking Skills Industrial Exposures on Design, Manufacturing and Maintenance Instructional Design and Delivery Measurement and Evaluation of Students Performance
SELECTION OF CEOS The senior faculty members have to be trained and
developed very well before they apply for the CEOs posts. Short listed Candidates have to be given Case Studies on Higher Education Administration and Management to Solve The Candidates’ Suggestions have to be reviewed by three Alumni, three Human Resource Managers, three Auditors, and three High Performing Students. The Best Candidate could be identified through the above process for the consideration of the Governing Council.
THANK YOU PLEASE YOU MAY SEND YOUR QUESTIONS TO
VTHANI2025@YAHOO.IN (ALL IN LOWER CASE ONLY)
Your Questions, Please.