An Integrated Model for Improving the Performance of Engineering Institute under Multiple External and Internal Disruptions THANIKACHALAM VEDHATHIRI, (VTHANI2025@GMAIL.COM)
External and Internal Disruptions • MHRD Policies and Directions • AICTE Norms • State Government Policies and Directions • Affiliating University‘s Policies and Directions • BOARD OF GOVERNOR’S Policies and Directions • CEO’s Directions • HOD’s Directions
Impact of External Disruptions • Too Many External Controls • Some Times Contradicting and Conflicting Directions • Lead to Loss of Precious Time, Loss of Internal Revenue, Loss of Academic Productivity, Loss of Research Outcomes, Loss of Services to MSMEs/IDAs/MNCs, Loss of Competitiveness, Loss to Human Capital and Knowledge Capital. • Loss of Motivation
External Controls • UGC/ AICTE- Resource Regulations for Engineering Colleges, Recognition of Interdisciplinary Postgraduate Degrees, Faculty Student Ratio, Recognition of Interdisciplinary Ph. D. degrees, Engineering Faculty Qualification/ Experience, Industrial and Pedagogy Training Undergone, Research Publications, Consultancy Works Completed, Norms for Recruitment of Deans, Higher Academic Pay for Outstanding Contribution, Technical Support Staff Promotion, Reemployment • Service and Recruitment Rules as per the Board of Governors
Norms of the Affiliating University • Representation of the University Nominee in the Board of Governors, Academic Council, and Board of Studies. • Representation in Faculty Selection Committees • Autonomy for Academic Programs, Examination, Award of Degrees etc. • Autonomy for planning and implementing traditional degree programs
Problems Faced • Interdisciplinary postgraduate and Ph.D. degrees are not recognized by AICTE for recruitment of engineering faculty by Affiliated Colleges • Deemed Universities are recognizing them under UGC Guidelines • The part-time research scholars from polytechnics which are located outside the jurisdiction of affiliating university are not permitted to register Ph.D. degrees
University Representative for the Board of Governors • Many are not attending the Board meetings. • Many are not attending the faculty recruitment meetings. • Most of them do not possess required engineering qualifications and knowledge of emerging technologies and industrial growth.
Disruptions due to Board of Governors
• Many Chairpersons do to guide the institute for excellence • The faculty vacancies increase every year • There is NO academic audit on the performance, faculty accomplishments and excellence to adding knowledge capital • The gap between the industry and the academic programs grow at a faster rate. • Aids in improper selection of candidates • Court cases arise • Academic growth is affected
The CEOs take Decisions which are Against Recruitment Rules
• Stopping the selection of qualified & well accomplished faculty • Fixing low basic pay and no advance increments for earning Ph.D. degrees • Blessing the coteries alone for promotion, training, advance increments, etc. • Stopping the applications for training even though it is mandatory to undergo needed training for developing new curricula and implementing • Stopping the selected faculty from undergoing the foreign training programs even though they sent the applications through proper channel
Possible Solutions • Informing the Chairmen and the members of the Board towards excellence • Forming Standing Committee Members on Curriculum, Interdisciplinary Postgraduate and Research programs • Scrutinizing the selection process, comparative statements, publications, and accomplishments • Conducting Academic Audit every year
Implementation of the Suggestions of NEP 2019 • Mandatory Faculty Training • Faculty Development Unit • Informing the Board Members about growth plans • Appreciative Appraisal of the performance of the faculty • Early Grievance redressal procedure • Rewarding the Excellent Performers
Developing a Learning Organization • Self Control • Strategic Planning of the Programs • Active Academic Cell • Dedicated Board Members who focus on Excellence • Flawless Academic Audit, remedial measures
Learning Organization • Generate Ideas with Impact • Generalizing Ideas with Impact • Identifying Learning Disabilities
Generate Ideas with Impact • Amalgamate all external disruptions • Learn from innovators • Create new rules for recruitment, highest qualifications, accomplishment, continuous support, rewards for excellence • Recognize the boundaries made by external disruptions • Negotiate • Identify the learning difficulties of faculties, Board members
Train the actors to overcome the learning difficulties • Identify the performance gaps • Generate vision • Develop learning process • Bring deep learning • Meet the challenges of organizational environment • Provide freedom to experiment and learn
Thank You • Your questions, please