Strategic management in higher education

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Marketing Strategy of a Higher Education Institution

Universities are remarkably robust. The average age of the top 20 European universities is years. They are not only resilient in the face of profound historic changes; they are indispensable to society.

They underpin scientific and technological progress, contribute to cultural life, produce knowledge and educate the highly qualified people modern economies depend upon.

All of us — inside and outside academia — should take an interest. As higher education systems around the world grow in scale and scope, there are simultaneous pressures on the government and corporate expenditures supporting universities. At the same time, university research is needed to understand and ameliorate the existential threats of climate change and the environment, health and well-being obesity, aging, microbial infection , energy and food security, economic and political uncertainty, growing inequality between and within nations, religious and racial intolerance and the use and abuse of data.

And universities face growing public scepticism about their expertise along with rising demands for compliance from unsympathetic governments. Their license to operate increasingly depends on demonstrating high value and impact.

For many years, university leaders have been encouraged to learn lessons of strategic management from the best-run businesses. While many general management skills are transferable, there are significant differences in the mix and complexity of issues faced by university leaders compared with most corporations. There are many opportunities for the learning to go both ways, too, and the private sector can learn from well-run universities.

To build sustainable and impactful organizations, leaders — in academia or business — need to look beyond the current landscape, question assumptions and think critically and analytically. An important strategic issue is how universities connect with business — and this provides an example of their management challenges.

Today, most universities include external engagement along with teaching and research as part of their core mission, and for some, industrial funding has become a significant component of their income. Budgetary diversity and growth are key strategic objectives as universities respond to increasing opportunities and the scale and scope of challenges in science and technology and particularly engineering.

Many scholars refer to clashes between institutions of academia versus industry: the tension between norms of public-good research versus commercial interests. But businesses are also changing, mindful of the need to address employee concerns to give purpose and meaning to work, while at the same time, address environmental and other long-term societal and economic challenges. In these areas, industry leaders can learn from academia. University leaders can build upon the collegiality and common concern for the pursuit of public-good knowledge in their organisations.

These traits can also help transforming business. Universities can connect the application of research to social, economic and environmental problem resolution, and to how businesses contribute to addressing these problems. It is the risk-taking of businesses, the scale and reach of large firms and the entrepreneurship of small firms that turns research into innovations of value to society.

Their key to success lies in enthusiastically engaging with the private sector while being clear the purpose of this engagement is to further the core academic mission of the university. The universities that succeed at this have significantly enhanced their collaboration with industry and improved the ways in which they operate and the services they provide to students, staff and communities.

There is convergence in the leadership requirements of universities and corporations. Similar skills are needed to run large, complex organizations. Universities are concerned with operational efficiencies and the service experience of their students.

Both appreciate that in uncertain and unpredictable environments, where innovation is a key priority, there are advantages to being agile and responsive to new opportunities, and in strategies that are evolving rather than written in stone. Leaders in universities and corporations learn to build on the advantages of co-locating universities and businesses in innovation clusters and districts. All leaders need the skills of judicious delegation and the ability to avoid being bogged down in day-to-day problem resolution.

But there are also significant differences. While university leaders need not worry about their stock prices and are less easily sacked , they do need to manage a wider range of stakeholders, deliver short-term and prepare for the very long-term as their staff are fiercely protective of their self-determined research and education agendas.

They are charged with protecting the academic freedoms that may produce results uncomfortable for powerful interests. They do so not by massive transformation in mission, strategy and structure, but by melding the old and the new. Strategic leaders use their deep domain knowledge of the sector and their institutions to craft new approaches and practices that complement existing behaviours.

They support and demonstrate the way greater business engagement meets the objectives of universities and their staff of having a positive social impact. They provide frameworks, policies and incentives to support and reward academics for external engagement within clear ethical guidelines. One implication for universities includes the greater need for focus and selectivity in the problems with which they engage, and hence the partners they choose to work with.

This requires distinctive and compelling offers around their particular abilities. The strategic process of deciding what and what not to focus upon is itself highly emergent, evolving over time. It also involves the challenging strategic consideration of how to support emerging areas of science. University cultures are slow to change, and their leaders are aware of the need to build better forms of engagement over time. Sophisticated new skills and managerial competence are being nurtured — for example, in understanding the disruptive effects of technologies such as AI on university activities.

Leaders continually search for new ideas and practices to assist the development and implementation of emerging strategies, recognising their institutions are players in a diverse range of ecosystems. Organisational structures and processes are developed to align both parties and resolve potential conflicts.

Their governance seeks a balance between the benefits from Boards or Councils sufficiently large to draw on deep expertise from their diverse stakeholders but small enough not to be unwieldy. The views expressed in this article are those of the author alone and not the World Economic Forum.

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Strategic Management in Higher Education

The quality of higher education systems depends mainly on leaders. This study describes how strategic leadership influences organizational climate and enhances the continuous quality improvement of the university. Besides, this study sought to examine the mediating impact of strategic leadership on the relationship between organizational climate and continuous quality improvement in a specific context of Tanta universities in Egypt. A quantitative research design was used in this study. Data were collected from lecturers from the faculty of medicine. The study revealed that strategic leadership has a full mediating influence on the relationship between organizational climate and continuous quality management.

The study aims at analyzing strategic management practices and performance of. Higher Education Loans Board (HELB) in Kenya. Due to increase in cost of.

Stop Planning!

Colleges and universities would be better served by focusing on the other half of strategic planning: the strategy, Peter Eckel and Cathy Trower argue. Certainly, strategic plans are important to academic institutions. Colleges and universities invest a tremendous amount of time and effort holding many meetings with various constituent groups on and off campus to gain input -- and sometimes also money for consultants -- in their strategic plans. Plans appear in highly visible places on websites. Institutions hold retreats, often over many days, to talk about plan implementation and progress. They design and put in place new data systems to track progress and create elaborate metrics and key performance indicators. Yet despite all this investment of time and resources, few strategic plans enjoy strong consensus that they are meaningful and have a real impact on the trajectory of the college or university. Too often strategic plans fall short of serving as a guiding light for the future. Some are triumphs of form or wordsmithing over substance.

Course on Strategic and Inclusive Management of Higher Education Institutions

strategic management in higher education

The designations employed and the presentation of the material do not imply the expression of any opinion whatsoever on the part of UNESCO concerning the legal status of any country, territory, city, or of its authorities, or concerning the delimitation of its frontiers or boundaries. What Are the Purposes of Higher Education?. What Is Strategic Planning?. The Need for Planning

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European Partners

For higher education institutions, a strategic plan will chart the future course for all foundational and operational elements of a college or university, from academics to the physical plant to student life. At a time when institutions of higher learning across the country are already merging or closing — and more are predicted to do so in the coming years — if the findings of the strategic plan are implemented correctly, a college or university can solidify its place in the higher education landscape of the future. In other words, it can act to strengthen the culture and enable the university to become the institution it wants to be. Read on as we tackle everything you should know about the strategic planning process and why it has become increasingly important for your college or university. In the online course Disruptive Strategy , Harvard Business School Professor Clayton Christensen notes that in a study of HBS graduates who started businesses, 93 percent of those with successful strategies evolved and pivoted away from their original strategic plans. But most strategies develop through this process.

A Case for Strategic Management in Higher Education in India

University management processes have evolved in the past 50 years in line with various changes that are sweeping the public sector organizations. Strategic planning was previously thought to be a concept of private sector organizations. While adopting strategic planning, universities face unique problems due to their nature and the environment in which they operate. A large number of stakeholders must be considered. This situation complicates the strategic planning process. Communication is a major tenet of ensuring that all stakeholders participate in the success of the strategic planning process. However, as discussed in this paper, without communication, the chances of success can easily become an illusion.

The role of strategic management in any organization, including the Higher Education. Institutions (HEI), involves the formulation, implementation and.

COVID’s impact on higher education strategy

Strategic plans can be a fantastic way to create and propagate vision and—more importantly—progress toward needed changes at an institution. That being said, these initiatives often fall far short of being the catalyst of transformation at institutions and rather serve as a comprehensive list of ideas with little means of prioritization and filtering. The power of a strategic plan is to create a focused vision for change emphasis on focused. One problem most presidents and planning committees face is that ideas largely tie to institutional missions and values.

The EAIE uses cookies to ensure that we give you the best experience on our website. By continuing to browse our site or by clicking OK, we assume you consent to our use of cookies. Learn more. As internationalisation becomes increasingly integral to university operations, it raises the question of institutional capacity and whether the university is in fact able to respond to the new challenges it is facing.

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A custom solution allowing banks and their customers to calculate SBA PPP loan amounts based on unique business characteristics. Together with PitchBook, we give you the focused insights to take advantage of the trends. Private company boards should bring the backgrounds and insights to understand risks and opportunities and drive the business forward. When addressing the new expectations of your workforce, speed is a key factor. What will help even more is using a holistic approach to create a winning strategy.

Universities are remarkably robust. The average age of the top 20 European universities is years. They are not only resilient in the face of profound historic changes; they are indispensable to society. They underpin scientific and technological progress, contribute to cultural life, produce knowledge and educate the highly qualified people modern economies depend upon.

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