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Meeting Challenges of the 21 st Century Dr. Sayeed Ghani Associate Dean, Faculty of Computer Science Institute of Business Administration Best Practices Day Conference October 19, 2010. OUR HERITAGE.
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Meeting Challenges of the 21st Century Dr. Sayeed Ghani Associate Dean, Faculty of Computer Science Institute of Business Administration Best Practices Day Conference October 19, 2010
OUR HERITAGE • Established in 1955, IBA is the oldest graduate business school outside North America, with an array of strengths: • IBA values include merit, truth, excellence, diligence, tolerance, discipline and humility • A merit-based admission and need-based financial assistance policy • 55 years of producing quality professionals, IBA has established itself as a premier business school in Pakistan • IBA students are the preferred choice of employers both in private and public sectors • A network of over 8,000 well-placed alumni, nationally and internationally • However, over the recent past, the stakeholders of IBA had felt the need for IBA to rise up to the challenges that it faces today.
OUR STRATEGY • To build up on strengths in order to ensure that IBA matches the standards of leading educational institutions in Pakistan, the Middle East and Central Asia • Over a period of 5 years (2009-2014) the IBA is endeavoring to:- • Benchmark itself against a few chosen institutions of India, Singapore, Hong Kong and Turkey • Secure ranking among the top 100 Global Business Schools and top 10 Business Schools in the Middle East and South Asia region
OUR OBJECTIVES • Restructure internal management processes and governance • Develop physical plant and IT infrastructure and remodel and renovate its existing facilities • Attract, train, retain and motivate a highly qualified faculty • Rebuild quality assurance and plan expansion and strengthening of academic programs for the future • Develop an HR strategy – hire top quality management; separate academics from operational management • Be prepared for the challenges of change management • Have short term / long term strategies • We shall look at what has been achieved but more importantly how it is being achieved as well.
INTERNAL MANAGEMENT Effective decision making must be based on collaboration and frequent communications among all stake holders Initiatives undertaken to improve the internal working of IBA • Executive Committee • Consisting of senior faculty members and heads of administrative departments • Committee to consider suggestions and proposals from staff, student and/ or faculty members • Frequent follow ups on action items • Academic Committee • Drawing all levels of faculty members to set and enforce academic standards • Regular Meetings across different segments of the organization • Departmental meetings, Chairpersons/Coordinators meetings, All Faculty meetings • An open environment for exchange of ideas with freedom of expression and respect for difference of opinions; heavy use of emails and group email culture • Transparency of decisions with all meeting minutes publically placed on the portal. • Culture of dynamism with a positive attitude towards change and pilot studies
INFRASTRUCTURE • Optimal performance requires an enabling environment. • Infrastructure expansion plans: • 12 storied Aman Building • New City Campus Auditorium • Centre for Entrepreneurial Development (CED) • New Academic Building, Main Campus • New Boys/ Girls Hostels • Visiting faculty residences • Master plan with outdoor games facilities PROPOSED ACADEMIC BLOCK AT MAIN CAMPUS
INFRASTRUCTURE:Projects Recently Completed • Renovation of academic building, Main Campus & City Campus • Renovated classrooms, new faculty lounges • Renovation of Boys Hostel • Student Canteens/ Lounges • Renovation of Main Campus auditorium • Video conferencing facilities on both campuses • All the above were achieved via a professionally managed projects department with active feedback from all stakeholders.
TECHNOLOGY UPGRADATION Quality education cannot be provided without state of the art IT infrastructure Operational efficiency is difficult to achieve in the absence of an ERP solution, therefore, an Enterprise Resource Planning (ERP) system for Campus Management has been made operational since Fall 2010 The ERP implementation was preceded by a Business Process Re-engineering (BPR) phase to ensure a realigned and well functioning ERP Perhaps the most challenging aspect of the process was BPR whose success was primarily due to the active involvement of the top management State of the art IT infrastructure: 34x2 Mbps Internet; high-end servers, licensed software, VoIP services. Creation of user-friendly service units
E - LEARNING Increase the scope for use of video conferencing, open course ware and virtual classroom as learning tools Facilitate E-learning through Wireless Wi-Fi, broadband internet services available in classrooms High speed connectivity Digital library resources User friendly and cost effective on-line and remote access to emails, portals, fee management, registration, course material and learning resources for the students, faculty and others
FACULTY DEVELOPMENT • A primary factor in rating of Universities is the Quality of Faculty and their Research Output The aim is to provide a regular and continuous supply of high caliber and well qualified faculty. A multi-pronged approach is being pursued: • New Faculty Appraisal System to ensure research output • Significant Faculty Development funding with short and long term international visits • New Faculty work-load calculation system • Revised compensation structure • Targeted faculty search • Strong induction methodology for new faculty with greater role of faculty in hiring • Frequent interactions with faculty members from leading universities
FACULTY APPRAISALS • Before the beginning of each academic year, each faculty member prepares an academic plan regarding: • Number and selection of courses to be taught each semester • Research projects to be undertaken • Number of publications or papers to be submitted • Number of courses to be taught • Consultancy or other outside advisory assignments • Junior faculty encouraged to have growth/ PhD plans • Student and 360 degree evaluations • Transparent appraisal process linked to compensation • Stretch goals ensured through bell curve • HR Consultants conducted frequent workshops with faculty to ensure proper understanding and appreciation of the new systems • Change management is the major challenge here • The above was achieved through a well staffed HR department and appropriate academic structure
ACADEMIC INITIATIVES • Emphasis on International / Regional Accreditations • Curriculum development with use of • External Review Panels • A wide range of Focus groups with concerned stake holders: Industry HR representatives, Alumni, students, faculty. • Completely new MBA program launched (2010) • Strategic alliances with key organizations, e.g. CFA, GBSN, AAPBS, SAP, Oracle and Microsoft. • Industry leaders are invited to share their experiences through Distinguished Lecture Series and Guest Lectures • Flexible curriculum with plenty of options for students
INDUSTRY INTERACTION First CEO Forum hosted by IBA in May, 2010 in collaboration with CIO Pakistan and P@SHA and was attended by a large number of CEOs and CIOs from the local industry. Campus Conversations held between IT Industry experts and FCS students organized by CIO Pakistan.
STRATEGIC PARTNERSHIPS SAP, February 2009 Oracle, May 2009 Microsoft, 2005
TALENT HUNT PROGRAMS &FINANCIAL AID • National Talent Hunt Program (NTHP) & Sindh Talent Hunt Program (STHP) launched • The objective is to prepare economically challenged but talented students for the IBA aptitude test for BBA / BS degree courses • NTHP primarily targets students from the backward areas of Balochistan, Punjab, Sindh, FATA, NWFP and Northern areas • Fully funded programs jointly financed by IBA and the Government • IBA’s commitment: No admitted student will be denied an IBA education due to lack of funds!
