Strategies for University Management

Strategies for University Management Volume 2

Edited by J. Mark Munoz and Neal King

Strategies for University Management: Volume 2

Copyright © Business Expert Press, LLC, 2016

All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means—electronic, mechanical, photocopy, recording, or any other except for brief quotations, not to exceed 250 words, without the prior permission of the publisher.

First published in 2016 by Business Expert Press, LLC 222 East 46th Street, New York, NY 10017 www.businessexpertpress.com

ISBN-13: 978-1-63157-403-0 (paperback) ISBN-13: 978-1-63157-404-7 (e-book)

Business Expert Press Strategic Management Collection

Collection ISSN: 2150-9611 (print) Collection ISSN: 2150-9646 (electronic)

Cover and interior design by S4Carlisle Publishing Services Private Ltd., Chennai, India

First edition: 2016

10 9 8 7 6 5 4 3 2 1

Printed in the United States of America.

Abstract

The state of affairs of contemporary higher education has been described as chaotic, highly competitive, and constrained with institutional road-blocks and bureaucracy. Despite obstacles, several academic leaders defied conventional wisdom and took on an aggressive path toward innovation and change. This book captures the viewpoints of thought leaders in the contemporary education landscape. With insights from academic administrators and experts from around the world, this book is poised to be the official “how to guide” for success in the management of educational institutions. Volume 2 focuses on the organizing and controlling management functions of universities.

Keywords

University Management, University Leadership, Strategic Management, Education Management, Higher Education

Contents

Chapter 1 Introduction ..................................................................... 1 J. Mark Munoz and Neal King

Part 1 Effective Organization .................................... 9

Chapter 2 Developing and Maintaining Meaningful Relationships with Faculty, Staff, and Students ............... 11 Arthur F. Kirk, Jr.

Chapter 3 Optimizing the Board–President Relationship: Best Practices That Make a Difference! ........................... 29 Eugene B. Habecker

Chapter 4 Pathways to Entrepreneurship in the Academe ................ 41 J. Mark Munoz

Chapter 5 Evaluating the Impact of Social Networks on the University’s Public Engagement ...................................... 61 Letizia Lo Presti and Vittoria Marino

Chapter 6 Business and Academic Linkages: The Case of Georgia ....................................................... 83 Kakha Shengelia and Shalva Machavariani

Chapter 7 Quad-Helix Engagement for City and Regional Development: The Role of Universities in Governance, Leadership, and Management ..................... 95 Thandwa Z. Mthembu

Part 2 Controlling for Success ................................. 111

Chapter 8 An Empirical Basis for Strategic Management of Price and Aid ................................................................ 113 Richard A. Hesel and Craig Goebel

Chapter 9 Enrollment Management .............................................. 131 Halia M. Valladares and David Docherty

Chapter 10 Assessment Is Everyone’s Business ................................. 141 Wendy Weiner

Chapter 11 Fundraising in Higher Education: Aligning Mission, Development Staff, and Donors ................................... 151 Mac Powell

Chapter 12 Financial Management in Higher Education ................ 167 Neal King and J. Mark Munoz

Chapter 13 Conclusion .................................................................. 177 J. Mark Munoz and Neal King

Index .................................................................................... 185 List of Contributing Authors .............................................................. 191

CHAPTER 1

Introduction

J. Mark Munoz and Neal King

Introduction

Globalization has transformed the nature of academic institutions and has redefined the way it operates. Just a few decades ago, online educa-tion was unheard of. Today it has jumped into the forefront of academic discussions and shaped the way education is packaged and delivered. Some institutions are moving even a step forward by using mobile plat-forms to educate students.

A mere century ago studying overseas was a near impossibility to many and was exclusively for wealthy families. In recent years, hundreds of thousands of students worldwide are studying overseas. In the United States alone, over 280,000 students studied abroad in 2012–2013 (NAFSA, 2015).

While the market appears large, this educational landscape has taken competition among educational institutions to an intense and unprece-dented level. For some, drastic and urgent changes have become neces-sary in order to tap into opportunities and overcome challenges.

In this environment, academic institutions are confronted by the need to differentiate. There are over 20,000 universities in the world, and about 3,300 are in the United States (Webometrics, 2014). A sig-nificant number of recent graduates were in jobs that did not require a college diploma (Lorin & Smialek, 2014). The push and pull forces associated with international education have encouraged students to consider educational options in foreign countries and spurred interna-tional student recruitment (Binsardi & Ekwulugo, 2003; Mazzarol & Soutar, 2008).

2 STRATEGIES FOR UNIVERSITY MANAGEMENT

It is essential to create value. McDonald (2014) cited factors shaping enrollment decline in many U.S. universities: student debt, competition from online schools, unattractive job prospects, and students seeking cheaper educational options. Many community colleges are redefining the academic landscape by: (1) engaging in innovative programs for col-lege preparation, (2) enhancing completion rates, (3) keeping tuition fees and textbooks affordable, (4) focusing on skills readiness and job preparation, and (5) building on existing skills and competencies (Grin-berg et al., 2014). Certificates, badges, and other nontraditional ways of capturing and documenting life learning are increasingly a threat to de-gree programs that seem suddenly archaic and not relevant.

There are numerous advantages associated with the success of aca-demic institutions. Aside from the cultivation of knowledge, labor productivity, and contribution to economic growth and development, it has an impact on sustainability and future employment. It shapes intel-lectual capital (Parker, 2002). A correlation exists between educational direction and job creation (Sanyal & Varghese, 2006). The academe stimulates knowledge formation and supports the demands of the knowledge-driven and globally oriented society of the 21st century (Naidoo, 2010; Wissema, 2009). Forecasts suggest that about two-thirds of jobs in the United States would require a post-secondary degree or certification (Grinberg et al., 2014).

Universities have much to gain by implementing effective manage-ment approaches that pleases multiple stakeholders and lead to profita-bility and sustainability.

Importance of Strategy

Strategy is defined as actions managers, which, in this context, includes both senior managers and oversight governing boards that take to attain a firm’s objectives. Academic institutions have different objectives, and priorities differ according to market conditions, customer preferences, and competitive factors.

Strategies may be viewed in the context of its formation or execution (Kaplan & Neimhocker, 2003; Thorpe & Morgan, 2007). It is impact-

INTRODUCTION 3

ed by factors such as problem perception and rationalization, context, culture and process, structure, level of control, leadership, and commu-nication (Drazin & Howard, 1984; Jaworski et al., 1993; Nutt, 1983; Simon, 1996; Wall & Wall, 1995; Workman, 1993).

In this book, strategies relating to the practice of management are explored, specifically in the areas of Organizing and Controlling.

The way an academic institution is organized factors into its success. Academic leaders need to be skilled in leveraging available human capital across multiple stakeholders in order to achieve their goals. They need to be able to select an appropriate structure that sets the foundation for the unleashing of talents and competencies. Effective organization impacts collaboration ability and leads to operational efficiency (Adler et al., 1999; Sundaramurthy & Lewis, 2003). It has the power to shape the organiza-tion’s future (Quinn, 1988).

Closely linked to the management function of organizing is control-ling. Controlling refers to the identification of desired results and measur-ing them against established goals. It entails the identification of best prac-tices and standards as well as implementing necessary changes to keep the organization on track. Effective control paves the way toward goal achievement (Wijewardena et al., 2004). It contributes to the enhance-ment of organizational performance (Onyemah & Anderson, 2009).

This book highlights the best practices in organizing and controlling academic institutions in a strategic context.

Book Organization

The authors offer a range of topics that are deemed relevant to contem-porary university management. Emphasis is placed in the management functions of Organization and Control. The intent is to provide innova-tive concepts and ideas that would help academic leaders manage their institutions in the best way possible.

The book Strategies for University Management (Volume 2) is orga-nized into four sections. Section I is the Introduction. Section II is about Effective Organization and includes the following chapters : Developing and maintaining meaningful relationships with faculty, staff, and students (Arthur Kirk), Optimizing the Board–President relationship: Best practices

4 STRATEGIES FOR UNIVERSITY MANAGEMENT

that make a difference (Gene Habecker), Pathways to entrepreneurship in the academe (J. Mark Munoz), Evaluating the impact of social networks on the university’s public engagement (Letizia Lo Presti and Vittoria Marino), Business and academic linkages: The case of Georgia (Kakha Shengalia and Shalva Machavariani), and Quad-helix engagement for city and regional development: the role of universities in governance, leader-ship and management (Thandwa Mthembu). Section III pertains to Con-trolling for Success with chapters such as: An empirical basis for strategic management of price and aid (Richard Hesel and Craig Goebel), Enroll-ment management (Halia Valladares and David Docherty), Assessment is everyone’s business (Wendy Weiner), and Financial management in higher education (Neal King and J. Mark Munoz). Section IV is the Conclusion.

Volume I of this book series in University Management covers the equally important management topics of Planning and Leading. It covers the topic of Planning for Success and includes the following chapters: Raising academic quality: A playbook (Fr. Dennis Holtschneider), Using accreditation to create and sustain an institutional vision and effective planning (Ralph Wolff), Developing, managing, and measuring a fluid stra-tegic action model for higher education (Gary Bonvillian), Effective com-munication to improve the quality of university instruction (Ernesto Schie-felbein and Noel McGinn), Going online : Pitfalls and best practices in dis-tance education (Mac Powell), Leading comprehensive internationalization on campus (Thimios Zaharopoulos), and Global higher education : A per-spective from Spain (Fernando Galvan). There are discussions on Leader-ship with chapters such as Never alone: Building an effective management team (Gary Dill), Creating and sustaining the university leadership pipeline (Don Betz), Managing diversity as a university strategy (Geetha Garib), and Managing duty of care obligations in a university setting (Lisbeth Claus). Together, the two volumes provide a comprehensive perspective on the management of academic institutions and cover the four functions of man-agement: Planning, Leading, Organizing, and Controlling.

Strategic Value

The authors and editors hope that through the essays provided, many educational institutions worldwide can be helped and revived. For those

INTRODUCTION 5

fortunate to be in a growth path, some of the innovative ideas featured in the book can provide a roadmap to sustainability and greater success.

This book is valuable to a diverse audience. The offered strategies are useful for: (1) university leaders and stakeholders—as they seek ways to revive their organizations and enhance its performance, (2) management consultants—when they endeavor to help their clients find solutions to problems, (3) administrators in government and international organiza-tions—in their efforts to strengthen policies in education, (4) private corporations—in their collaboration and partnership with colleges and universities, and (5) educators and students—as they expand their knowledge on education in the 21st century.

Managing the Changing Academia

This book is a pioneering effort to converge the viewpoints of academic administrators from around the world in order to identify the best po-tential strategies in university management. The book furthers the no-tion that strategic shift and innovative thinking is needed in managing the contemporary academe. As a groundbreaking approach in identify-ing strategies for success in university management, the editors, authors, and contributors of this book were confronted with the challenges and opportunities of embarking into a novel initiative. Despite resource lim-itations, there is an abundance of creative thinking to shape a new para-digm of knowledge in university management. The editors are confident that the ideas behind the book will enhance the practice of university management and will help in the growth and transformation of many institutions worldwide.

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6 STRATEGIES FOR UNIVERSITY MANAGEMENT

Drazin, R., & Howard, P. (1984). Strategy implementation: A tech-nique for organizational design. Columbia Journal of World Business, 19(Summer), 40–46.

Grinberg, E., Gumbrecht, J., & Patterson, T. (2014). 5 ways communi-ty colleges are fixing higher education. Accessed on November 23, 2014. Viewable at: http://www.cnn.com/2014/11/20/living/ivory-tower-community-colleges/index.html?iref=allsearch

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Kaplan, S., & Neimhocker, E.D. (2003). The real value of strategic planning. Sloan Management Review, 44(2), 71–76.

Lorin, J., & Smialek, J. (2014). College graduates struggle to find em-ployment worth a degree. Accessed on October 21, 2014. Viewable at: http://www.bloomberg.com/news/2014-06-05/college-graduates-struggle-to-find-employment-worth-a-degree.html

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McDonald, M. (2014). Small US colleges battle death spiral as enroll-ment drops. Accessed on Oct 21, 2014. Viewable at: http://www .bloomberg.com/news/2014-04-14/small-u-s-colleges-battle-death-spiral-as-enrollment-drops.html

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INTRODUCTION 7

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Index

AAUP, 35 Academic Affairs

assessment of student learning outcomes, 145---146

work on assessment of student learning, 141

Academic leaders, financial and reputational concerns of, 168. See also Leadership

According to Southern Association of Colleges and Schools (SACS), 141

Accountability for Execution, 22–23 ACT, 119–120 Advancement staff, in fundraising,

161–162 Agency of International

Development in United States (USAID), 86

Age of Academic Context, 133–134 Age of Recruitment, 133 Age Structure, 133 Alpi, Sharon, 42–45 Alumni campaigns, 160–161 Alumni giving, 160–161 Ancien-regime model, 99 Annual Appeal, 158 Association of Governing Boards of

Universities and Colleges (AGB), 35

Blank, Arthur M., 45–47 Board-building responsibility, 37 Board of Trustees, 21, 22 Board–president relationship

to building strong board, 36---37 clarity about accomplish and share

governance, 32---34 clear about role, 31---32 by communication, 37---38

model for optimizing, 39 and shared governance, 35---36 vision for organization and, 30---31 work assignments and, 34---35

Brush, Candida G., 45–47 Business incubator, 87–88 Business support system

function of, 87---89 model in Georgia, 89---90

Campus model, 99 Carver model, 32–33 CATs approach, 148 Central University of Technology

(CUT), 98, 103 Chronicle of Higher Education, 18, 19 Classroom Assessment Techniques,

use of, 146, 148 College Board, 115, 119, 169 Committee on trustees, 37 Communication

board---president partnership by, 37---38

retweetability rate and likeability rate across categories, 73

through social media, 64---65 Twitter and Facebook categories,

68---69, 70, 71 between universities and donors, 155

Community, 19 categories, 68---69 corporate foundations through, 159 definition of, 28 oriented, 183 social network as valid tool for, 66

Comparative advantage approach, 104 Competitiveness (or competence)

centers, 88 Constitution Day, 147 Controlling, importance of, 177–179

186 INDEX

Corporate giving, 158–159 Corporate sponsorships, 158–159 Council for Aid to Education, 152 Council on Foundations, 163 Discount rate, 122–124 The Docere Group, 170 Dolence’s SEM Transition model,

135, 136 Econometric models, 124–125, 130 Eco system, for entrepreneurship, 43 Eisenhower, Dwight D., 12 Enrollment management

definitions of, 132 history and evolution of, 133---135 at Mount Royal University, 136–138

Entrepreneurial assessment, 56 Entrepreneurial thinking and action,

56 Entrepreneurship, in academe

attributes for, 44, 46, 48---49, 50, 51, 53, 55

barriers to, 43---44, 46, 49, 53, 55 best practices, 44, 47, 49, 51, 54,

55---56 definition of, 41 entrepreneurial extent, 43, 45, 48,

50, 52, 54 expert perspectives on, 54---56 future of, 44---45, 47, 50, 51---52,

54, 56 gateway toward, 58 implementing party, 44, 47, 49,

51, 54 model for, 57 relevance, 43, 45, 48, 50, 52–53, 55

E offerings, 42–43 European Union countries, small and

medium business in, 85 Facebook, 64–66 Faculty Dining Room, 25 Fanship, 68 Financial aid leveraging analysis, 124

Financial aid model, impact of, 124–125

Financial management approaches to effective financial

planning, 172---173 cycle, 164 essential skills in planning, 172 in Higher Education, 167---174 planning action agenda, 172

Free Application for Federal Student Aid (FAFSA), 127

Full-time faculty, 18 Fundraising, 151

advancement staff and, 161---162 alumni campaigns and giving,

160–161 best practices in, 156---158 corporate sponsorships and giving,

158---159 economy and impact, 151---152 evaluating development activities

of, 162---163 in nontraditional environments, 163 strategies and tactics, 154---158

George, Bill, 15 Georgia

networking, between universities and business, 83---91

small and medium business in, 85 Georgia’s Education and Science

Development Office, 91 Georgia’s Regional Development

2010-2017 State Strategy, 91 Global Competitiveness Report, 86 Global Research Universities: Effective

Education and Innovative Learning, 182

Governance, role of, 102–107 Green-fields and competitive

approach, 105 Haggerty, William, 25–26 Hall, James W., 13

INDEX 187

Hamad bin Khalifa University (HBKU), 171

Higher Education and Regions: globally competitive and locally engaged, 97

Higher Education in Regional and City Development, 97

Idiosyncratic, 120 IncoNet Ca/SC, 86 Information sharing, 68, 70 Innovative centers, 88 Innovative ideas, banks of, 88–89 Institutional Effectiveness Office

(IEO), 144 Institutional effectiveness (IE)

process definition of, 141 identification of, 143---145

Institutional Execution Objectives, 23 Institutional Management of Higher

Education (IMHE), 97 Integrity, 19 Interactivity, 68 International Association of

University Presidents, 171 International Financial Cooperation

(IFC), 86 Ivory Tower, 99 Key Result Areas (KRAs), 21 Knowledge, Networks and Nations:

Global Scientific Collaboration in the 21st Century, 182

Leadership. See also Academic leaders

priorities among universities, 168 role of, 102---107

Lifetime Giving, 158 Likeability rate, 67 Limerick Chamber of Commerce, 104 Limerick Institute of Technology

(LIT), 104 Lurie, Robert H., 50–52

Management, role of, 102–107 Market-based pricing, 117 Market sensitivity, to price, 117 Massive Open Online Courses

(MOOCs), 170 Ministry of Economy and

Sustainable Development of Georgia, 91

Mission statement, 17–18 Modern model, 99–100 Multimedia, 68 Multinational business/industry

enticement approach, 105 Multiversity, 63 National Coordinating Center for

Public Engagement’s (NCCPE) report, 69

National Survey of Student Engagement (NSSE), 147

National Universities and Liberal Arts Colleges, 64

Networking, between universities and business, 84–87

Nontraditional environments, fundraising in, 163

Northwest Commission on Colleges and Universities, 146

Olin, Franklin W., 45–47 Open Society, 89 Operational board management

committee, 37 Organizational Culture Inventory

(OCI), 19, 24–25 Organization for Economic

Cooperation and Development (OECD), 97

Organizing, importance of, 177–179 Peck, Scott, 28 PEST (Political, Economic, Socio-

cultural, and Technological) analysis, 134

Petersen, Scott R., 48–50

188 INDEX

Pfeffer, Jeffrey, 18–19 Pikes Peak Community College,

144–145 Policy governance, 32 Postmodern model, 100 President–board relationship. See

Board–president relationship Price and aid

challenges and persistent myths, 114---117

clear communications about, 126–127

dynamics of, 122---124 empirical basis for, 118---122 goals for management of, 117---130 importance of optimizing, 113–114 long-term plan for, 128---129 systematic, market-informed

planning and management of, 129–130

Problem-based approach, 104–105 Promotion, 68, 70 Provost and Vice-President Academic

Affairs, 136 Public engagement, 61

and European universities on social media, 68---75

evolution in higher education by social media, 62---66

method to evaluate effectiveness on social media, 66---67

suggestions for improving, inside social media, 76---77

Quad-Helix concept, 95–96

elements that leaders taking into consideration, 102---107

emergence of, 100---101 engagement for city and regional

development, 95---108 sustainable engagement, 101---102

Rabe, Isidore I., 12 Ranking web universities 2013-2014,

68

Refocusing Enrollment Management: Losing Structure and Finding the Academic Context, 133

Regional Innovation Forum-Free State (RIFFS), 103

Relationship building with faculty, staff, and alumni, 11–28

Research Oriented Study, 84 Retweetability rate, 66–67 Revenue, from student tuition. See

Tuition revenue The Reversal of Gender Inequalities in

Higher Education: An On-going Trend, 169

SCCC, strategic planning, 143 Scholarship engagement, 62 Self-assessment, value of, 180–181 Self-evaluation, 34–35 Shared governance, board–president

partnership and, 32–34, 35–36

Social media European universities and public

engagement on, 68---75 evolution of public engagement in

higher education by, 62---66 method to evaluate effectiveness of

public engagement on, 66–67 as networking tool, 64 suggestions for improving public

engagement inside, 76---77 Spotlight social network, 75 Stakeholder

classification in Twitter and Facebook, 69---70, 71

matrix use of content, 74 retweetability rate and likeability

rate across categories, 73 Static social network, 75 Sticker price, 121–122 Strategic enrollment management

(SEM), 131, 132 Dolence’s transition model, 135

INDEX 189

Strategic planning process, 22 Strategic value, 4–5 Strategy, importance of, 2–3 Strong, Democratic, for United

Georgia, 91 Student Affairs, assessment of

student learning, 147–148 Student learning assessment

in Academic Affairs, 145---146 in Student Affairs, 147---148

SUSD Community, 63 SWOT analysis, 134 Thornhill, Stewart, 50–52 Triple helix model, 63, 100 Tuition revenue, 113

pressures on increasing, 114 understand and manage dynamics

of, 122---124 Twitter, 64–66

University of North Carolina Chapel Hill, 127

Vision and Strategic Planning, 20 Voluntary Support of Education

Report, 152 Welsh, Dianne H. B., 52–54 World Innovation Summit for

Education (WISE), 171 Zell, Samuel, 50–52