TRANSFORMING PUBLIC UNIVERSITIES IN 21st CENTURY

Ahmad Zaidee LaidinMajlis Lembaga Pengarah Universiti Awam

20 August 2016AKEPT

ContentsRole of Adminstrators in Universities

QS and Ranking of Universities

Vision 2020 & Transformation Process

Innovations in ITM

Gathering Ideas for Change

Training & Development

Lessons from Icons

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Administrative Roles-1Key broad administrative responsibilities (and thus administrative units) in academic institutions include: REGISTRARS, LIBRARIANS, BURSARS, MEDICAL, SECURITY, RELIGIOUS, COUNSELLING, IT, BUILDING SERVICES, etc. generally, the non-academic staff.AdmissionsSupervision of academic affairs such as hiring, promotion, tenure, and evaluation (with faculty input where appropriate);Maintenance of official records (typically supervised by a registrar in the US - In the UK not all institutions have a Registrar, who would have varying responsibilities for non academic matters depending on the organisation);Maintenance and audit of FINANCIAL flows and records.

Administrative Roles-2Security of people and property on the campus (often organized as an office of public safety or campus police);Maintenance and constructionSupervision and support of campus computers and network (information technology).Fundraising from private individuals and foundations ("development" or "advancement")Research administration (including grants and contract administration, and institutional compliance with federal and state regulations)Public affairs (including relations with the media, the community, and local, state, and federal governments)Student /staff services such as MEDICAL services, career counselling and library staff.

Introduction

“Everyone WANTS A WORLD CLASS UNIVERSITY.. NO ONE KNOWS WHAT A

WORLD-CLASS UNIVERSITY IS, AND NO ONE HAS FIGURED OUT HOW TO GET ONE”

- Altbach, 2004

Ratio of Academics: Non-Academics is about 1:1

CHARACTERISTICS OF TOP 200 UNIVERSITIES (QS)

1.Has a total annual income of $751,139 per academic (compared with $606,345 for a top 400 university)

2.Has a student-to-staff ratio of 11.7:1 (compared with 12.5:1 for a top 400 university)

3.Hires 20 per cent of its staff from abroad (compared with 18 per cent for a top 400 university)

4.Has a total research income of $229,109 per academic (compared with $168,739 for a top 400 university)

5.Publishes 43 per cent of all its research papers with at least one international co-author (compared with 42 per cent at a top 400 university)

6.Has a student body made up of 19 per cent international students (compared with 16 per cent at a top 400 university

QS WORLD RANKING OF UNIVERSITIES

Employer reputation (20%) Faculty/student ratio (15%)

Citations per paper (10%) and papers per faculty (10%) Staff with a PhD (5%)

Proportion of international faculty (2.5%) and proportion of international students (2.5%)

Proportion of inbound exchange students (2.5%) and proportion of outbound exchange students (2.5%) exchange students (2.5%)

WHERE ARE THE ROLES OF THE ADMINISTRATORS?

VISION 2020Malaysia can be a united nationwith a confident Malaysian society

We should aim for is a Malaysia that is a fully developed country by the year 2020.

We should be a developed country in

our own mould.

Innovations in ITMBusiness Management, Insurance, Institute of Transport

Chartered Institute of Secretaries

Institute of Bankers (Banking)

Computer Science

ACCA, CIMA, ICWA, ICSA

Further Innovations in ITM

Law (LLB Lon.)

Architecture & Quantity Surveyor ,Valuation

Plantation Management

Diploma in Science

Art & Design

Textile

Electrical, Mechanical, Civil Engineering

ARSHAD WAS A MENTOR & ADMINISTRATOR

Gathering Ideas Exposure to Education (Local & Foreign)

Exposure for Training (Local & Foreign)

Attachment Local & Foreign Consultants if possible

TS ARSHAD IS A GREAT & CURIOUS TRAVELLER

Attachment- Historical Development

General Electric Company

Northwestern Electricity Board

Central Electricity Generating Board Research Division

ILO Training Centre TURIN

Japanese Union of Scientists and Engineers

CoursesEDF for special Programme for Director of Training Centre LLN

INSEAD-Transfer of Technology

Karlsruhe Nuclear Research Centre (IAEA)

Visits: Projects-basedMitsubishi Electric Japan

Florida Power & Light

Perusahaan Listrik Negara Indonesia

EGAT Thailand

MIRALCO Philippines

Public Works Department Singapore

Old Style Mentoring-Still Relevant

Management is Husband and Wife Team-TS Abu Zarim & Puan Sri Zaidah

Welfare of ladies looked after by Puan Sri Zaidah. She started Pelitawanis (1976) adopted by Government as BAKTI (1977)

Tan Sri introduced me to the role of Unions, IEM, manners, way to address Ambassadors. Etc

TS ABU ZARIM WAS DEPUTY GM (ADMINISTRATION) & MY

MENTORAL FATIHAH

TNB Vice President Human Resources

DATO’ MUHAMMAD RAZIF BIN ABDUL RAHMAN

Meets Group’s objectives by linking its human resource activities to business strategies and acting as a Business Partner.

FINANCIALLY accountable for the Division’s cost effective operations.

PROVIDES human resource services to the Group, such as human resource planning & development, human resource management and human resource internal affairs.

ENSURES that HR policies, procedures & practices are in line with the Group’s Business Strategy and Core Values.

Deals with industrial relations, staff welfare & administration, and managerial & leadershipTRAINING.

TNB Talent Management

Azman Zakaria

Chief Talent Officer answerable directly to the CEO

Presentations, Performance Development, Attached to an Australian University

In charge of Yayasan Tenaga Nasional

Talent Management Talent management practice of Tenaga Nasional Berhad (TNB). -how the company selects and develops future leaders to ensure a smooth succession for important positions through creation of a talent pool consisting of high performance-high potential managers.

Members of the talent pool are groomed for succession to key leadership positions at the corporate level and critical positions at the divisional level. Selection for TNB's talent pool is open for managers and engineers who have served at least 8 years in the company.

Members of the talent pool undergo a systematic and rigorous program of talent development. This includes the Accelerated Development Program for preparing managers for succession to the C suite positions (i.e., positions at the Vice President and Chief Financial Officer, Chief Information Officer and Chief Procurement Officer).

The PROSEM and PROGEM are talent development programs for those nominated for the Senior Manager and General Manager positions. .

Transform from ITM to UiTM

RESEARCH

GRADUATE SCHOOL

UPGRADING QUALIFICATIONS OF LECTURERS & STAFF

EXTERNAL EXAMINERS

PROFESSIONAL ACCREDITATIONS (INTERNAL &INTERNATIONAL)

Transform from ITM to UiTM

IMAGE -logo, "CHOKMAR", robes, furniture,

2nd Amendments to ITM ACT OF PARLIAMENT

Diploma to Degree (1996 AMENDMENT)

UiTM Institute of Leadership And Development (ILD)

Basic Teaching & Learning

Talent Accelerated Leadership Excellent Series (TALES)

PhD on Time POT, Research Methodology

MANAGEMENT OF CHANGE OF MINDSETS

Training & DevelopmentInduction Training

On the job Training.

Upgrading Training

Where appropriate, Academic Training

KNOWLEDGE, SKILLS, ATTITUDE

Develop Talent Management (Knowledge, Skills, Attitude)

A newly diverse workforce. Critical talent shortages.

Leadership gaps. And under-engaged employees.

It’s time to move forward on all these fronts—or risk falling behind.

Responsibility for T&D

The Organisation

The Individual

The Government- Quality, Blue Ocean, ETP etc.

ALL HAVE TO WORK IN UNISON

Execution & Measurement

“Measurement is the first step that leads to control and eventually to improvement. If you can’t measure something, you can’t understand it. If you can’t understand it, you can’t control it. If you can’t control it, you can’t improve it.”-James A. Harrison

Lessons from ICONSThink Big, Start Small, Move Fast.

Put together a wealth of expert analysis, (D. R. Liggett), (P.A. Management Consultants) etc.

Research insights, and

Sound recommendations.

Check Exactly what you need to shape fresh strategies, cherry-pick the best tools, and take bold action.

ContentsRole of Adminstrators in Universities

QS and Ranking of Universities

Vision 2020 & Transformation Process

Innovations in ITM

Gathering Ideas for Change

Training & Development

Lessons from Icons

THANK YOU