PERFORMANCE MANAGEMENT AND
TURNAROUND MECHANISM OF POORLY PERFORMING INSTITUTES THANIKACHALAM VEDHATHIRI (VTHANI2025@YAHOO.IN)
AICTE CHAIRMAN STATED THAT
• 800 Poorly Performing Engineering Colleges will be Closed Soon.
CONCERN OF THE EDUCATIONAL LEADERS • Many educationalists had great concern for the poor performance of many engineering colleges in their states. • Many started diagnosing the root causes • No one proposed the “Firefighting” • A Tool for Performance Management is very much required • It is Essential to Plan “Turn Around Mechanism” of these Institutes
PERFORMANCE MANAGEMENT • It is Continuous and Systematic Process that Allows an Institute to Ensure Efficiency in Rendering Institutional Vision and Mission. • This Process involves Departments, Centers, Units and Faculty Members Planning and Implementing Outstanding Educational Programs and Academic Services based on the Needs of the Learners, Employers and Society in general. • To Achieve these, the Institutes must Recruit Outstanding Candidates to Transform Vision into Mission.
IMPLEMENTATION OF PROCESS MANAGEMENT • Training and Developing the Faculty, Empowering the Colleges and Departments, Monitoring the Development Process, Auditing the Outcome, Conducting Appreciative Inquiries, Reinforcing the Best Performance, Diagnosing the Causes for Short-falls, Implementing the Interventions like Firefighting, and Optimally Spending the Resources.
CHAOS IN THE INSTITUTE • Crisis/short-term Focus
• Lack of Mission, Goals and Objectives • Shifting Educational Priorities
• Unclear Policies • Alienated Workforce • Lack of Ownership
POORLY PERFORMING INSTITUTES
Too much of bureaucracy in decision making
Many development proposals were lost by the administration
Even the outstanding faculty members were not permitted to undergo for overseas training programs even though their applications were submitted through the proper channel
Recruitments were not based on the outstanding performance
Strategic Planning is not Implemented
POORLY PERFORMING INSTITUTES‌
There is no annual academic auditing of the performance of the departments
The annual reports were prepared as a routine documents without any mention of the achievements or innovations
Appreciative inquiries on the performance of the departments were not done
The Governing Council meets once a year instead of four times a year
There is no initiatives to maintain the industrial relations
When the faculty retires, no effort was taken to recruit a new faculty
There is no effort to introduce needed postgraduate and doctoral programs
Grants provided for fellowships for undertaking research works were not utilized
The CEO was interested in his “LLC”
No efforts were taken for the offer jobs to the graduates through campus placement
Most of the modern equipment was not maintained
Academic Council never met for several years
POORLY PERFORMING INSTITUTES…
“BONSAI CULTURE�
Low vision of the institute
No plan to engage the outstanding faculty
Growth of informal organization
Coterie is supported
No efforts to innovate in emerging areas
No efforts to creativity
“LIMITED MISSION�
No encouragement for bidding for global development projects No course was completed as per the curriculum
No efforts for undertaking sponsored projects
No efforts for periodical curriculum revision
Modern equipment were not installed
More than 50% of the sanctioned posts were vacant for several years
PERFORMANCE MANAGEMENT • What are the reasons for low performance of the institutes?
• Who is responsible for monitoring the performance and growth as visualized? • What is the role of state and central administrators? • How do we engage the faculty? • How do we accelerate the positive growth?
• How do we maximize the outcome?
BRING STABILITY IN EDUCATIONAL ADMINISTRATION • Provide clarity in vision, mission, and goals • Bring consistency in priorities • Enact well defined policies and procedures • Agreements on roles and priorities • Strategic management –Set the vision, Mission, and Goals
TURNAROUND MECHANISM
Identification of the route causes
Improve the academic environment
Involve in participation in strategic planning
Develop ecosystem
Resolve the issues
Engage the faculty towards creative activity
Develop leadership
QUALITY CIRCLES (QC) • Constitute Quality Circles (QC) through the Senior Faculty Members who participated in workshops in Institutional Development, Higher Education Administration, Strategic Planning, Organizational Transformation, Global Networking, Appreciative Inquiry and Planning Industry Relevant Curriculum • Administer the cases to solve through QC
• Suggest the QC members to present their suggestions to the entire class • If some good points arise out of the discussion, they incorporated the suggestions
CHALLENGES TO LIBERAL ARTS EDUCATION (STAATS ELMER, 1976)
• Public confidence in the value of a college education is weak
• Educational demand is shifting from liberal arts to vocational courses • Teaching must be able to keep up with the rapid expansion of knowledge
• Student profile is changing considerably • The community college is becoming a potent education force while small private schools are losing enrollment
MANAGEMENT FOR RESULTS (STAATS ELMER, 1976)
• Performance auditing
• A key to the survival of colleges and universities • Clearly define and publish the objectives by the management • Develop standards measurements of performance
• Obtain reliable information for control • Determine if the costs can be reduced while maintaining or increasing the
productivity
LEARNING ORGANIZATION • A learning organization is a company that facilitates the learning of its members and continuously transform itself (Peddler et al. 1997). • Learning organizations develop because of the pressures facing modern organizations and enables them to remain competitive in the business environment (O’Keeffe,T 2002). • Learning organization is a group of people working together collectively to enhance their capabilities to create results they really care about (Peter Senge, 1990).
CHARACTERISTICS OF LEARNING ORGANIZATION (PETER SENGE, 1990)
System Thinking
Personal Mastery
Mental Models
Shared Vision
Team Learning
SYSTEM THINKING
• Assessing the institutes and have information systems that measure the performance of the institute and of its various components.
PERSONAL MASTERY • The commitment by the faculty to the process of learning is known as personal mastery. • Individual learning is acquired through training, development, and continuous self-improvement.
MENTAL MODELS • The assumptions held by faculty and institutes are called mental models. • In creating learning environment, it is important to replace confrontational attitudes with open culture that promotes inquiry and trust.
SHARED VISION • The development of a shared vision is important in motivating the faculty to learn, as it creates a common identity that provides focus and energy for learning. • Most successful visions build on the individual visions of the faculty at all levels of the institutes. • The creation of shared vision can be hindered by the traditional structures where the institute vision is imposed from above.
TEAM LEARNING (SHARED LEARNING) • The accumulation of individual learning constitutes team learning. • The benefit is that faculty grow more quickly
• Problem solving capacity of the institute is improved through better access to knowledge and expertise. • Team members must develop open communication, and shared understanding.
LEARNING INSTITUTES
• Have excellent knowledge management, structures, allowing creation, acquisition, dissemination and implementation of the knowledge in the institute.
BENEFITS OF LEARNING INSTITUTES • Maintain high levels of innovation and continued to be competitive
• High levels of academic efficiency • Having the intellectual skills and higher order cognitive abilities to better link resources to industry needs • Improve the knowledge and human capitals • Improve institute’s image by becoming faculty and student-oriented.
TRANSFORMATION PROCESS
Create
Create a shared vision
Follow
Follow the norms and standards
Review
Review the vision periodically
Be
Be committed to the vision
Check
Check the achievements
Check
Check with the faculty include alumni in the governing council Use video conference facilities to get the participation of ex-officio members
Use
MISSION • Be faithful in planning and implementing emerging technology programs
• Get the cooperation from the alumni and local companies • Follow the AICTE guidelines in recruiting the faculty
• Accredit all programs • Review the outcomes in cooperation with alumni and employers • Evaluate the performance continuously • Conduct annual academic audit
GOALS
1 Direct capacity building, quality improvements and efficiency improvements based on the goals
2 Recruit outstanding faculty
3 Develop new programs and innovations through them
OBJECTIVES • Plan the courses based on the objectives • Check their relevance • Measure the outcomes
ACADEMIC COUNCIL
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Establish an Academic Council
Invite external experts, alumni, and employers
Review all proposals
Plan at least four meetings per year
Guide the governing council
RECRUIT EXCELLENT FACULTY
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Consider the needs of new programs in emerging technology
Plan industry relevant programs
Enhance the capacity to bid for global projects under IDAs
Develop interdisciplinary programs
IN-HOUSE FACULTY DEVELOPMENT CENTER
Establish
Empower
Nurture
Decentralize
Fund for the growth
Recognize the MOOCs under EdX, Coursera, WBI and NITTTRs
CONTINUOUS PROCESS IMPROVEMENT
No pain no gain
Monitor
Let the Governing Council constitute Standing Members to review the progress
Let the Academic Council Review the Progress and Achievements
Reward the Teams
Appreciate the Outstanding Achievements
Correct the Shortcomings
SUMMARY
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Learning Institute is due to:
System Thinking
Personal Mastery
Mental Models
Shared Vision
Team Learning
THANK YOU
YOUR QUESTIONS, PLEASE