The Forces of Change

1. The Forces of Change

2. Forces of Change A Changing World The Knowledge Explosion Globalization High Performance Workplace Diversity Technological Change Knowledge Transfer Forces on the University Societal Needs Economics Technology Markets Brave New World? Society of Learning?

3. Forces on the University

4. Changing Societal Needs • Increasing population of “traditional” students • The “plug and play” generation • Education needs of adults in the high-performance workplace (lifelong learning) • Passive student to active learner to demanding consumer • “Just-in-case” to “just-in-time” to “just-for-you” learning • Diversity (gender, race, nationality, socioeconomic,…) • Global needs for higher education Concern: There are many signs that the current paradigms are no longer adequate for meeting growing and changing societal needs.

5. Global Needs Half of the world’s population is under 20 years old. Today, there are over 30 million people who are fully qualified to enter a university, but there is no place available. This number will grow to over 100 million during the next decade. To meet the staggering global demand for advanced education, a major university would need to be created every week. “In most of the world, higher education is mired in a crisis of access, cost, and flexibility. The dominant forms of higher education in developed nations–campus based, high cost, limited use of technology–seem ill-suited to addressing global education needs of the billions of young people who will require it in the decades ahead.” Sir John Daniels

6. Financial Imperatives • Increasing societal demand for university services (education, research, service) • Increasing costs of educational activities • Declining priority for public support • Public resistance to increasing prices (tuition, fees) • Inability to re-engineering cost structures Concern: The current paradigms for conducting, distributing, and financing higher education may not be able to adapt to the demands and realities of our times

7. Technology Since universities are knowledge-driven organizations, it is logical that they would be greatly affected by the rapid advances in information and communications technologies We have already seen this in administration and research. But the most profound impact could be on education, as technology removes the constraints of space, time, reality (and perhaps monopoly … ) Concern: The current paradigm of the university may not be capable of responding to the opportunities or the challenges of the digital age.

8. Market Forces Changing societal needs, economic realities, and rapidly evolving technology are creating powerful market forces in the higher education enterprise. The traditional monopolies of the university, sustained in the past by geography and certification, are breaking apart. We may be seeing the early signs of a restructuring of the higher education enterprise into a global knowledge and learning industry. Concern: The current faculty-centered, monopoly-sustained university paradigm is ill suited to the intensely competitive, technology-driven, global marketplace.

10. ACADEMIC MANAGEMENT SENATE AND ACADEMIC AUTHORITYFACULTIES AND DEPARTMENTSPROGRAM MANAGEMENTDISTANCE LEARNING SEM 2 2016/2017

11. ACADEMIC MANAGEMENT AGRICULTURE, INNOVATION, LIFE

12. Purpose This topic discusses administrative expectations for upper level executive officers including Vice Chancellors, Deputy Vice Chancellors, Deans, Directors.

13. Reference Balderston, Frederick E. (1995) Managing Today’s Universities: Strategies for Viability, Change, and Excellence

14. Higher Education Policy • Whereas higher education plays an important role in realising the vision towards academic excellence and professional and technical enhancement whilst meeting the manpower needs of the nation; • And whereas it is imperative to facilitate and regulate private higher education institutions so as to ensure its healthy development and the provision of quality education… (Private Higher Educational Institutions Act 1996)

15. Universities core business is teaching and research. • What are the determinants of academic organizations? • Key role of the departments. (Managing Successful Universities, Shattock, 2003, p.74)

16. Experience suggests that while there may be no right way to organize academic structures and that no structure in itself can provide guarantees of university success, certain principles need to be observed. (Managing Successful Universities, Shattock, 2003, p.74)

17. EDU5823 Academic management Relevant Laws • University Constitutions • Senate • Academic Bodies • Academic rules and regulations

18. The Statutes and Ordinances provide the constitutional framework that allows the University to govern its affairs.

19. Research -academic staff have in their contracts an obligation to engage in advanced study or research • Supervision of Postgraduate Students • Academic Standards • Advisors of Studies • Attendance at Studies • Class Certificates • External Examiners • Class Examinations

20. EDU5823 Academic management – key elements Important activities in academic management • Academic support services • Admission • Programs of study, accreditation • Examination • Research • Curriculum • Academic rules and regulations • Internship • Registration and scheduling • Convocation

21. EDU5823 Academic support services • Key academic support services – learning methods, libraries, media services, computer services • This should be an integrated services that look into the key components of academic support services • Should be headed by someone having high level of knowledge in areas involved, posses good managerial and leadership qualities.

22. EDU5823 Learning methods • The core purpose is to provide the staff and educational development service for the university. • The aims are to provide: • Award bearing courses in the university education • Staff development short courses and workshops both in-house and for external clients • Educational development consultancy service • Management training for post-secondary education • Research projects in educational development

23. EDU5823 Library The core purpose is to provide the staff and students with a learning environment that is stimulating, motivating, and academically and culturally enriching. The aims are to: • Create an outward-looking, user centered range of services for staff, students and other users. • Promote the use of library as a learning and research tool. • Provide access to all forms of information and literature for staff, students and other users.

24. EDU5823 Media services The core purpose is to provide a complete audio-visual media services for the university. The functions are to: • Support teaching and learning through the provision of audio-visual materials and equipment. • Provide teaching and learning materials in collaboration with teaching staff. • Provide a graphic design service for the production of learning materials, publication and inward and outward publicity. • Appropriate in-service training in the use of audio visual resources.

25. EDU5823 Computer services The core purpose is to provide a reliable central computer service for the university. The objectives are to: • Manage and develop reliable central computer service. • Manage and develop the university’s electronic data communication networks. • Evaluate hardware and software and to determine standards with a view of advising and assisting staff and students on their information technology needs. • Support procurement of goods and services. • Provide staff development course on IT.

26. EDU5823 Effective resource utilization • It has been argued that there is a need to integrate enrolment management, budgeting and academic planning. • Enrollment management’s goal is to fully utilize infrastructure. • Linkages between budget, enrolment and academic planning have been incidental than strategic. • There are overlapping of processes that can be integrated.

27. University Putra Malaysia Office of the Deputy Vice-Chancellor (Academic & International Affairs) • Is responsible to enhance academic policy development, to promote quality assurance processes, to improve the quality of teaching and learning, to develop and promote international affairs of the university. • Role of DVC – to provide leadership in achieving the University’s strategic goals esp. in teaching and learning, to enrich students’ experience in the university, and to enhance professional development of academic staff.

28. Universiti Putra Malaysia Office of the Deputy Vice-Chancellor (Academic & International Affairs) 2 main areas of management are to: • Support and promote the Academic Programs of: • Faculties in the university • School of Graduate Studies • Centre for Foundation Studies for Agricultural Science

29. Universiti Putra Malaysia Office of the Deputy Vice-Chancellor (Academic & International Affairs) 2 main areas of management are to: • Enhancing the Academic Support Function of: • The Center for Academic Development • The Center for External Education • The Academic Division • The International Office • The University Agricultural Park

30. Universiti Putra Malaysia Key responsibilities of the Deputy Vice-Chancellor (Academic & International Affairs): • Direct management of day-to-day operations of core education activities. • Educational planning and policy • Management of university entry • Promotion of quality assurance processes • Communication on educational issues and policies • Management of university curriculum review processes • Management of academic promotions • Management of international affairs • Preparation of policy submissions to Government & national agencies

31. Academic entities in UPM • Faculties • School of Graduate Studies • Graduate School of Management • Academic Division • Center for Foundation Studies for Agricultural Science • International Division • Centre for External Education • Center for Academic Development (CADe) • University Agricultural Park

32. Faculties in UPM • Faculty of Agriculture • Faculty of Forestry • Faculty of Veterinary Medicine • Faculty of Economics and Management • Faculty of Engineering • Faculty of Educational Studies • Faculty of Science • Faculty of Food Science and Technology • Faculty of Human Ecology

33. Faculties in UPM • Faculty of Modern Language and Communication • Faculty of Design and Architecture • Faculty of Medicine and Health Science • Faculty of Computer Science and Information Technology • Faculty of Biotechnology and Biomolecular Sciences • Faculty of Environmental Studies • Faculty of Agriculture and Food Sciences (Bintulu)

34. Academic Division • The main responsibilities are to give support services in the administration of academic matters, Senate secretariat, Curriculum, Students Admission, Registration, Examination, Scheduling, Students Records, Graduation, and Convocation. • The Division also functions as the secretariat for University Authority, University Management, Development of Students Information Records, and Students Portal.

35. Admission -undergraduate • Students admission is conducted through the coordination of the MOE. • Entrance requirements are determined by the respective universities into various programs. • Foundation programs, diploma programs, first degree programs. • What is the practice in your country?

36. Admission -postgraduate • Students admission is conducted through the coordination of the respective graduate schools or offices. • Entrance requirements are determined by the respective universities /faculties / schools into various programs. • English requirements for international students. • How is the practice in your country?

37. Research – UPM Case • Research Management Center RMC was establish to mobilize research management and enhance the overall impact of research. • The role is to enhance and strengthen the current management system by intensifying R&D efforts in order to improve productivity and efficiency to produce quality research findings and outputs.

38. Research – UPM Case • Deputy Vice-Chancellor of Research and Innovation is given the responsibility to manage the matters of research, innovation and commercialization of research products. • UPM is a research university and has the mission to remain as RU by providing full support to all activities involving research, innovation and commercialization.

39. Research – UPM Case • Innovation and Commercialization Center manages matters pertaining to innovation and commercialization of research products. • The general administration, human resource, finance and infrastructure are managed by the Head Department of Research and Innovation.

40. Research – UPM Case • Vision of research university – seeks to actively participate in new adventure of ideas, experiment with innovative methods, and take intellectual initiatives to further discover and expand the frontiers of knowledge. • The mission of RU is to be an engine of growth of the nation where scholars and students exchange ideas as well as conduct research in a conducive environment that nurtures exploration and creativity, discover knowledge and create wealth, leading towards an improved quality of life.

41. Research – UPM Case The goals of RU: • To be a leader innovation • To produce Nobel Prize winners • To produce world class research outputs • To be a center of excellence in prioritized areas of the nation • To generate high impact research publications • To secure research funds from industry • To attract graduate students of high standard • To attract the best brains for teaching and research • To provide conducive environment for teaching & research

42. Research – UPM Case Facts and figures: • Under 9th Malaysia Plan – RM89.9 mil (total) • RM56.7mil – 355 projects Science Fund • RM15.3 mil – 275 fundamental • RM7mil – 6 biotech Grant • Rm7mil – 6 Agro-Biotechnology Institute • RM1.3mil – 8 Felda Foundation • RM2mil – 2 projects Malaysia Genome Institute • RM0.6 mil – 5 projects under SAGA

43. Conclusion • Academic management in the university is a daunting and complicated task that demands careful and wise planning. • The various components involved in the academic management need to collectively work together to ensure that students learning experiences are enhanced and university manages to achieve its strategic goal of wanting to make the university as the center for excellence studies .

44. Questions to ponder What are the roles of academic administrators? / Sebagai pentadbir apa peranan sebagai pentadbir akademik? Maintain records, schedule of classes, graduation requirements, admissions, conversant with rules and regulations in academic matters, senate secretariate

45. THANK YOU AGRICULTURE, INNOVATION, LIFE