AU2021104073A4 - A system and method for strategic management in educational services - Google Patents
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Abstract
The present invention generally relates to a system and method for
strategic management in educational services comprises a database for
comprehending an input matrix with rows and columns, wherein the rows
are points of analyzed years, and columns are lines or vectors of quality
indicators of a university and positions in the university quality rankings;
a pre-processing unit for removing irrelevant information from the matrix
data; a strategic guiding unit for measuring strategic objectives progress
of an institution for at least five areas to form essential task of a modern
institution; a control panel for defining indicators based on types
described to establish, performance indicators, and institutional KPIs; a
central processing unit for linking the five areas and people to the
strategic focus; and a classification unit for selecting cross-impact
strategic performance indicators, wherein a plurality of performance
indicators conscripted for determining four strategic indicators of cross
impact (KPI).
20
-7
Ct
Ct
CI
Description
Ct
Ct
The present disclosure relates to education systems. In more details, the present disclosure relates to a system and method for strategic management in educational services.
Education is a basic need for development of any country, society, family or an individual. There are thousands of institutions available in a country, but there is only one college or school which is ranked as 1st, the ranking of any institution is decided by various factors including education standard, infrastructure, research and lab facilities and the like. Education and research sector is a backbone of any country or state. However, every institution cannot be awarded by 1 st rank but, every institution can fight for best knowledge and research facilities.
Currently, several management strategies are used by institutions to develop educational standard and rankings, but these strategies are not so much successful either due to lack of implementation or lack of proper research of degradation reasons. The higher education institutions must define and develop their own strategy to boost their educational standards and ranking.
In the view of the forgoing discussion, it is clearly portrayed that there is a need to have a system and method for strategic management in educational services.
The present disclosure seeks to provide a system and method for management model and strategic management in higher education to promote institutional development.
In an embodiment, a system for strategic management in educational services is disclosed. The system includes a database configured for comprehending an input matrix with rows and columns, wherein the rows are points of analyzed years, and columns are lines or vectors of quality indicators of a university and positions in the university quality rankings. The system further includes a pre-processing unit for removing irrelevant information from the matrix data. The system further includes a strategic guiding unit in continuation with the pre-processing unit for measuring strategic objectives progress of an institution for at least five areas to form essential task of a modern institution. The system further includes a control panel for defining indicators based on types described to establish, performance indicators, and institutional KPIs. The system further includes a central processing unit for linking the five areas and people to the strategic focus. The system further includes a classification unit configured for selecting cross-impact strategic performance indicators, wherein a plurality of performance indicators (PI) conscripted for determining four strategic indicators of cross-impact (KPI). In an embodiment, five areas are undergraduate teaching, postgraduate teaching, institutional management, research and outreach.
In an embodiment, fulfillment of strategic objectives in every area that constitute life of an institution to provide quality assurance to guarantee mission and vision stated of institution.
In an embodiment, analysis of context of performance indicators are stored in a cloud-based database through a wireless communication module and is processed with a SPSS (statistical package for the social sciences) user interface whereas a Spearman's correlation coefficient are used for measuring existing correlations for promoting non-parametric variables estimation.
In an embodiment, strategic indicators of cross-impact (KPI) is a structure of institutional cross-impact matrix to assess in a concrete manner. In an embodiment, the three main categories comprises:
an input unit for entering non-elaborate elements including human, financial and physical resources; a pre-processing unit for imparting programs, activities or services; a processing unit for determining four strategic indicators of cross impact represented in rows, and columns; and wherein matrix includes institution's main measurer for processing self-evaluation and a cardinal mechanism for reviewing institutional processes through planning and quality management of the institution.
In another embodiment, a method for strategic management in educational services is disclosed. The method includes collecting an input matrix with rows and columns, wherein the rows are points of analyzed years, and columns are lines or vectors of quality indicators of a university and positions in the university quality rankings. The method further includes removing irrelevant information from the matrix data. The method further includes pre-processing unit for measuring strategic objectives progress of an institution for at least five areas to form essential task of a modern institution. The method further includes defining indicators based on types described to establish, performance indicators, and institutional KPIs. The method further includes linking the five areas and people to the strategic focus. The method further includes selecting cross-impact strategic performance indicators, wherein a plurality of performance indicators (PI) conscripted for determining four strategic indicators of cross-impact (KPI).
In an embodiment, a HJ-Biplot method is employed for analyzing various variables of corporate performance of institution.
In an embodiment, the variables are financial and economic heritage of institution including quality factor, academic and general factors and quality ranking, awarded research projects, and collaborative programs.
In an embodiment, four strategic indicators are VRA (academic), VRIP (research and postgraduate), VVCM (outreach), and VRAF (administration and finances).
An object of the present disclosure is to classify educational management at a community level.
Another object of the present disclosure is to facilitate institutional development upon analyzing and correlating various variables of corporate performance of an institution.
Another object of the present disclosure is to propose administrative features of an institution established by institution's past position in national and international rankings.
Yet another object of the present invention is to deliver an expeditious and cost-effective method for strategic management in educationalservices.
To further clarify advantages and features of the present disclosure, a more particular description of the invention will be rendered by reference to specific embodiments thereof, which is illustrated in the appended drawings. It is appreciated that these drawings depict only typical embodiments of the invention and are therefore not to be considered limiting of its scope. The invention will be described and explained with additional specificity and detail with the accompanying drawings. BRIEF DESCRIPTION OF FIGURES
These and other features, aspects, and advantages of the present disclosure will become better understood when the following detailed description is read with reference to the accompanying drawings in which like characters represent like parts throughout the drawings, wherein:
Figure 1 illustrates a block diagram of a system for strategic management in educational services in accordance with an embodiment of the present disclosure; Figure 2 illustrates a flow chart of a method for strategic management in educational services in accordance with an embodiment of the present disclosure; Figure 3 illustrates an organizational excellence model in accordance with an embodiment of the present disclosure; Figure 4 illustrates a illustrates a block diagram of a quality management system in accordance with an embodiment of the present disclosure in accordance with an embodiment of the present disclosure; Figure 5 illustrates a cross-impact KPI model in accordance with an embodiment of the present disclosure; Figure 6 illustrates a cross-Impact KPI matrix in accordance with an embodiment of the present disclosure; Figure 7 illustrates Table 1 depicts theoretical Index of Quality; and
Figure 8 illustrates Table 2 depicts variables used for the calculation of the endogenous variable Quality Factor (QF).
Further, skilled artisans will appreciate that elements in the drawings are illustrated for simplicity and may not have necessarily been drawn to scale. For example, the flow charts illustrate the method in terms of the most prominent steps involved to help to improve understanding of aspects of the present disclosure. Furthermore, in terms of the construction of the device, one or more components of the device may have been represented in the drawings by conventional symbols, and the drawings may show only those specific details that are pertinent to understanding the embodiments of the present disclosure so as not to obscure the drawings with details that will be readily apparent to those of ordinary skill in the art having benefit of the description herein.
For the purpose of promoting an understanding of the principles of the invention, reference will now be made to the embodiment illustrated in the drawings and specific language will be used to describe the same. It will nevertheless be understood that no limitation of the scope of the invention is thereby intended, such alterations and further modifications in the illustrated system, and such further applications of the principles of the invention as illustrated therein being contemplated as would normally occur to one skilled in the art to which the invention relates.
It will be understood by those skilled in the art that the foregoing general description and the following detailed description are exemplary and explanatory of the invention and are not intended to be restrictive thereof.
Reference throughout this specification to "an aspect", "another aspect" or similar language means that a particular feature, structure, or characteristic described in connection with the embodiment is included in at least one embodiment of the present disclosure. Thus, appearances of the phrase "in an embodiment", "in another embodiment" and similar language throughout this specification may, but do not necessarily, all refer to the same embodiment.
The terms "comprises", "comprising", or any other variations thereof, are intended to cover a non-exclusive inclusion, such that a process or method that comprises a list of steps does not include only those steps but may include other steps not expressly listed or inherent to such process or method. Similarly, one or more devices or sub-systems or elements or structures or components proceeded by "comprises...a" does not, without more constraints, preclude the existence of other devices or other sub-systems or other elements or other structures or other components or additional devices or additional sub-systems or additional elements or additional structures or additional components.
Unless otherwise defined, all technical and scientific terms used herein have the same meaning as commonly understood by one of ordinary skill in the art to which this invention belongs. The system, methods, and examples provided herein are illustrative only and not intended to be limiting.
Embodiments of the present disclosure will be described below in detail with reference to the accompanying drawings.
Referring to Figure 1, illustrates a block diagram of a system for strategic management in educational services is illustrated in accordance with an embodiment of the present disclosure. The system 100 includes a database 102 configured for comprehending an input matrix with rows and columns, wherein the rows are points of analyzed years, and the columns are vectors or lines of quality indicators of a university and positions in the university quality rankings. The database 102 is stored in cloud which can be accessed remotely from anywhere. The database 102 containing input matrix is collected from various individuals.
In an embodiment, a pre-processing unit 104 is connected with the database 102 for removing irrelevant information from the matrix data. The data relevant to institutional ranking is considered.
In an embodiment, a strategic guiding unit 106 is in continuation with the pre-processing unit 104 for measuring strategic objectives progress of an institution for at least five areas to form essential task of a modern institution. The five areas are undergraduate teaching, postgraduate teaching, institutional management, research and outreach. The strategic guiding unit 106 comprises of strategic guiding principles that is simple, logic and consistent strategy and easy to understand.
In an embodiment, a control panel 108 is configured with the strategic guiding unit 106 for defining indicators based on types described to establish, performance indicators, and institutional KPIs. The indicators are defined either manually or automatically through decision making techniques.
In an embodiment, a central processing unit 110 is in connection with the control panel 108 for linking the five areas and people to the strategic focus. In an embodiment, a classification unit 112 configured for selecting cross-impact strategic performance indicators, wherein a plurality of performance indicators (PI) conscripted for determining four strategic indicators of cross-impact (KPI). The central processing unit 110 may be configured with the neural network for defining indicators appropriately.
In an embodiment, fulfillment of strategic objectives in every area that constitute life of an institution to provide quality assurance to guarantee mission and vision stated of institution.
In an embodiment, analysis of context of performance indicators are stored in a cloud-based database 102 through a wireless communication module 114 and is processed with a SPSS (statistical package for the social sciences) user interface whereas a Spearman's correlation coefficient are used for measuring existing correlations for promoting non-parametric variables estimation.
In an embodiment, strategic indicators of cross-impact (KPI) is a structure of institutional cross-impact matrix to assess in a concrete manner.
In an embodiment, the three main categories includes an input unit for entering non-elaborate elements including human, financial and physical resources. A pre-processing unit for imparting programs, activities or services. A processing unit for determining four strategic indicators of cross-impact represented in rows, and columns. Matrix includes institution's main measurer for processing self-evaluation and a cardinal mechanism for reviewing institutional processes through planning and quality management of the institution.
Figure 2 illustrates a flow chart of a method for strategic management in educational services in accordance with an embodiment of the present disclosure. At step 202, the method 200 includes collecting an input matrix with rows and columns from a database 102, wherein the rows are points of analyzed years, and columns are lines or vectors of quality indicators of a university and positions in the university quality rankings.
At step 204, the method 200 includes removing irrelevant information from the matrix data using filters. At step 206, the method 200 includes pre-processing unit for measuring strategic objectives progress of an institution for at least five areas to form essential task of a modern institution.
At step 208, the method 200 includes defining indicators based on types described to establish, performance indicators, and institutional KPIs. At step 210, the method 200 includes linking the five areas and people to the strategic focus.
At step 212, the method 200 includes selecting cross-impact strategic performance indicators, wherein a plurality of performance indicators (PI) conscripted for determining four strategic indicators of cross-impact (KPI).
In an embodiment, a HJ-Biplot method is employed for analyzing various variables of corporate performance of institution.
In an embodiment, the variables are financial and economic heritage of institution including quality factor, academic and general factors and quality ranking, awarded research projects, and collaborative programs. The heritage of the institution including QF (quality factor of the institution), GQR (general quality ranking of the institution), AFR (academic factor ranking of the institution), economic ranking of the institution, Retention Traditional Universities Retention to the first year, Total retention Universities, Retention private universities, research projects awards, articles in high impact magazines, combined programs and their beneficiaries, Internationalization of students (In-Out), years of institutional accreditation, and percentage of agreements with universities.
In an embodiment, four strategic indicators are VRA (academic), VRIP (research and postgraduate), VVCM (outreach), and VRAF (administration and finances).
In an embodiment, the institution is having high-degrees of sovereignty at every level, from board to a rector and vice-rectors, by employing a combined leadership style along with high-degree of sovereignty and financial and economic resources, without ignoring control and monitoring systems.
The analysis of multivariate dispersion provides global picture of the investigation along with accumulated inertia of first two main component axes (88 percent variance).
Figure 3 illustrates an organizational excellence model in accordance with an embodiment of the present disclosure. Figure 3 includes strategic guiding unit 106, a control panel 108, a central processing unit 110, and a classification unit 112. In a use case scenario sampled data is collected of strategic goals and indicators through various users and test case for allowing controlling of degree of compliance within it through a Balanced Scorecard system. However, it is important to define with more accuracy those Relevant Performance Indicators (KPIs) that will enable a more detailed follow-up, i.e., having the fewest number of indicators that reflect overall performance and outcomes.
In order to obtain the final model, a series of subprocesses are skilled, which constitutes the primary data in the test case. Organizational excellence model is created as guidelines for the qualification of the companies applying to the European Quality Award, awarded by the EFQM (European Foundation for Quality Management), which seeks to promote the quality of the companies. Nowadays, the model is adopted as a Management Model by those organization that pursuit excellence. The model defines its fundamental strategy from self-assessment since it provides value because it is inscribed within an improvement process of the organization's management system.
Self-assessment, when is carried out systematically and continuously, provides a myriad of benefits since they are helpful to identify the organization's progress. Furthermore, they allow to discover essential aspects, such as the design and implementation of the strategic planning, as well as stimulate the participation of the people in the achievement of the project and acting as a starting point in the benchmarking implementation.
The fulfillment of the Strategic Objectives in all the areas that constitute the life of a university is the base of the quality assurance provided and, in consequence, the way to guarantee the mission and vision stated by the institution. The Strategic Objects are the focus of attention and the real reason and guide of each of the strategic areas of the university.
Figure 4 illustrates a illustrates a block diagram of a quality management system in accordance with an embodiment of the present disclosure in accordance with an embodiment of the present disclosure. The three main categories includes an input unit 402 which is configured for entering non-elaborate elements including human, financial and physical resources. The pre-processing unit 404 is configured for imparting programs, activities or services. The processing unit 406 is configured for determining four strategic indicators of cross-impact represented in rows, and columns. Matrix includes institution's main measurer for processing self-evaluation and a cardinal mechanism for reviewing institutional processes through planning and quality management of the institution.
The process of identifying cross-impact strategic performance indicators is then completed. The 31 performance indicators (PI) that best indicate institutional functioning are chosen from a total of 232 quality indicators to identify the 4 strategic cross-impact indicators (KPI) that will be the framework of the institutional cross-impact matrix to assess the quality assurance indexes in a tangible manner through the measurements of compliance percentages of each of the model's indicators.
Figure 5 illustrates a cross-impact KPI model in accordance with an embodiment of the present disclosure. The matrix is the primary indicator of the university's self-evaluation process and the primary tool for assessing institutional processes through the institution's planning and quality management.
This review process of indicators is analyzed quarterly by the institution, through results reports of areas and institutions, where the entire educational community is evaluated in order to amend the strategic processes that are not within the established compliance for the measured stage, as well as to determine and locate the indicators, areas and processes that are influencing these results.
The methodology of the assessment of the performance degree of Cross-impact KPIs are:
1. Excellent range: from 90% to 100% of performance.
2. Good range: performance from 51% to 8 9 %.
3. Deficient range: lower than 50% of performance.
Figure 5 presents the final process of Cross-Impact KPIs, in which the four main KPI's and their indicators are detailed.
Figure 6 illustrates a cross-Impact KPI matrix of in accordance with an embodiment of the present disclosure. The cross-Impact KPI model of a test university is the methodological foundation for the basis of the cross-Impact KPI matrix. In its rows are represented each of the categories for the 4 KPIs. In its columns are presented each of the areas of the university process -vice-rectorates of the institution including academic (VRA), outreach (VVCM), Administration and Finances (VRAF) and research and postgraduate (VRIP).
Finally, this matrix serves as the key indicator for the university's self-assessment process as well as an important tool for the institution's Planning and Quality Department to examine institutional procedures. The matrix can be observed in Figure 6.
This review of the indicators process is analyzed quarterly by the institution through reports of results made by areas and institutions. The goal is to assess the whole educative community to improve the strategic processes that are not in compliance with the established metrics of the stage. Also, the assessment seeks to determine and identify the indicators, areas, and processes that are affecting these results.
The statistical analysis of tests pursues relationships among designed indicators and years of accreditation of careers and institution. The data of the institution is examined and managed with a SPSS user interface. The correlations are calculated using a Spearman's correlation coefficient for better estimation of non-parametric variables.
The university created a theoretical quality index in order to have a better grasp of the subject. This index does not attempt to be the last word on university quality or to exhaust the idea; rather, it seeks to measure the concept of quality in a more complete manner, rather than just the total of indicators (Tablel).
The economic models are designed to establish mathematically a functional relation between one (or several) endogenous variable(s) and exogenous variables, in order to explain the behavior of the defined model and the random disturbance, which explain the nondeterministic part. These econometric models are also crucial for institutional decision making created on analysis and interpretations of results obtained.
Econometric model is developed herein is a simple linear regression for each of the exogenous variables of the model, which seeks significant dependence correlations. The simple linear regression is expressed by:
(Y = Quality Factor) = 0 + fl, + u;
where Y is the endogenous variable to be explained (dependent variable); X represents each of the exogenous explanatory variables (independent) used to express the behavior of the dependent variable; fl, are the unknown coefficients of the simple linear function that quantifies the relation; po is the independent term of each regression of the model; u presents the random disturbance that provides the information of the model that cannot be explained directly by the independent variable of each regression. This random variable is the one that gives the regression a stochastic character.
The quality factor of the University is the result of the definition and use of the variables presented in Table 2:
The calculation of the Quality Factor is made as in the following steps:
• Accreditation factor is defined as: FA = PA*PAC*PI/Total degrees * Ranking factor is defined as: FR= 1+ Annual variation PAE Percentage + Annual Variation PM Percentage
Quality factor (QF) = FA + FR.
According to one of the analyses, the institution has worked hard to accredit 93 percent of its undergraduate programs in terms of quality and continual development, compared to the national average of about 30 percent.
The drawings and the forgoing description give examples of embodiments. Those skilled in the art will appreciate that one or more of the described elements may well be combined into a single functional element. Alternatively, certain elements may be split into multiple functional elements. Elements from one embodiment may be added to another embodiment. For example, orders of processes described herein may be changed and are not limited to the manner described herein. Moreover, the actions of any flow diagram need not be implemented in the order shown; nor do all of the acts necessarily need to be performed. Also, those acts that are not dependent on other acts may be performed in parallel with the other acts. The scope of embodiments is by no means limited by these specific examples. Numerous variations, whether explicitly given in the specification or not, such as differences in structure, dimension, and use of material, are possible. The scope of embodiments is at least as broad as given by the following claims.
Benefits, other advantages, and solutions to problems have been described above with regard to specific embodiments. However, the benefits, advantages, solutions to problems, and any component(s) that may cause any benefit, advantage, or solution to occur or become more pronounced are not to be construed as a critical, required, or essential feature or component of any or all the claims.
Claims (10)
1. A system for strategic management in educational services, the system comprises:
a database configured for comprehending an input matrix with rows and columns, wherein the rows are points of analyzed years, and columns are lines or vectors of quality indicators of a university and positions in the university quality rankings; a pre-processing unit for removing irrelevant information from the matrix data; a strategic guiding unit in continuation with the pre-processing unit for measuring strategic objectives progress of an institution for at least five areas to form essential task of a modern institution; a control panel for defining indicators based on types described to establish, performance indicators, and institutional KPIs; a central processing unit for linking the five areas and people to the strategic focus; and a classification unit configured for selecting cross-impact strategic performance indicators, wherein a plurality of performance indicators (PI) conscripted for determining four strategic indicators of cross-impact (KPI).
2. The system as claimed in claim 1, wherein five areas are undergraduate teaching, postgraduate teaching, institutional management, research and outreach.
3. The system as claimed in claim 1, wherein fulfillment of strategic objectives in every area that constitute life of an institution to provide quality assurance to guarantee mission and vision stated of institution.
4. The system as claimed in claim 1, wherein analysis of context of performance indicators are stored in a cloud-based database through a wireless communication module and is processed with a SPSS (statistical package for the social sciences) user interface whereas a Spearman's correlation coefficient are used for measuring existing correlations for promoting non-parametric variables estimation.
5. The system as claimed in claim 1, wherein strategic indicators of cross-impact (KPI) is a structure of institutional cross-impact matrix to assess in a concrete manner.
6. The system as claimed in claim 3, wherein the three main categories comprises:
an input unit for entering non-elaborate elements including human, financial and physical resources; a pre-processing unit for imparting programs, activities or services; a processing unit for determining four strategic indicators of cross impact represented in rows, and columns; and wherein matrix includes institution's main measurer for processing self-evaluation and a cardinal mechanism for reviewing institutional processes through planning and quality management of the institution.
7. A method for strategic management in educational services, the method comprises:
collecting an input matrix with rows and columns, wherein the rows are points of analyzed years, and columns are lines or vectors of quality indicators of a university and positions in the university quality rankings; removing irrelevant information from the matrix data; pre-processing unit for measuring strategic objectives progress of an institution for at least five areas to form essential task of a modern institution; defining indicators based on types described to establish, performance indicators, and institutional KPIs; linking the five areas and people to the strategic focus; and selecting cross-impact strategic performance indicators, wherein a plurality of performance indicators (PI) conscripted for determining four strategic indicators of cross-impact (KPI).
8. The method as claimed in claim 7, wherein a HJ-Biplot method is employed for analyzing various variables of corporate performance of institution.
9. The method as claimed in claim 8, wherein the variables are financial and economic heritage of institution including quality factor, academic and general factors and quality ranking, awarded research projects, and combined programs for linking with environment.
10. The method as claimed in claim 7, wherein four strategic indicators are VRA (academic), VRIP (research and postgraduate), VVCM (outreach), and VRAF (administration and finances).
Figure 2
Figure 3
Figure 5
Figure 6
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