Development of Management Strategies for Private Higher Education Institutions Under Unpredictable Situations

 

Development of Management Strategies for Private Higher Education Institutions Under Unpredictable Situations
การพัฒนากลยุทธ์การจัดการสถาบันอุดมศึกษาเอกชน เพื่อรับมือกับสถานการณ์ที่ไม่สามารถคาดการณ์ได้

สุวิมล เจียรธราวานิช, สิริฉันท์ สถิรกุล เตชพาหพงษ์, พันธ์ศักดิ์ พลสารัมย์

Suwimol Jairtalawanich, Sirichan Sathirakul Tachaphahapong, Pansak Polsaram

คณะครุศาสตร์ จุฬาลงกรณ์มหาวิทยาลัย กรุงเทพมหานคร ประเทศไทย

Faculty of Education, Chulalongkorn University, Bangkok, Thailand 

วารสารสังคมศาสตร์และวัฒนธรรม ปีที่ 8 ฉบับที่ 7 (กรกฎาคม 2567)

Journal of Social Sciences and Cultural Vol.8 No.7 (July 2024)

 

วิเคราะห์และนำเสนอบทความ โดย  Wannarasmi  Chanthakut (See also my slide)

Abstract:

This research article the objective is to analyze unpredictable situations with the VUCA concept and develop management strategies of private higher education institutions to deal with unpredictable situations. Use a questionnaire was used with a sample of 375 teachers and  personnel from private higher education institutions out of a total of 14,745 people using the Krejci and Morgan method analyzed with averages linked to VUCA created strategies based on the blue ocean strategy. The four-point framework for action is eliminate, reduce, raise, and create. The results of the study found that, 1) The unpredictable situations; In the academic field, there is the greatest uncertainty regarding the development of private higher education that cannot reach global competition. In terms of research and innovation, there is uncertainty about not receiving government budget support. In terms of academic services, there is ambiguity regarding the administration's policy in supporting a limited budget. And in terms of management and leadership development, there is ambiguity regarding people management. 2) A strategic plan was obtained in 4 areas: 2.1) Academic strategy is to carry out academic work by considering social changes as the main focus and develop it into a higher level of competition, 2.2) Research and innovation strategy is to set research as the main burden in place of teaching work. Promote innovative research to meet the needs of society and industry. Create cooperation with the government sector and create policies to support research, 2.3) Academic services strategy is to enhance cooperation with the public and private sectors. Policy on generating income and process for proactively recruiting students and analyze the rapidly changing needs of service recipients, and 2.4) Leadership development strategy is to promote and develop leadership for department level executives to keep up with changes. Promote vision, leadership, and management in times of crisis. Raise workers' sensitivity and timeliness to change.

👀Research Objectives:

This research focuses on analyzing and developing strategies for private higher education institutions (HEIs) to address unpredictable situations using the VUCA framework (Volatility, Uncertainty, Complexity, Ambiguity). The primary objectives are:

1. To analyze unpredictable challenges faced by private HEIs.

2. To develop management strategies tailored to navigate these challenges effectively.

Theory and Related Literature Review:

The study integrates the VUCA framework and the Blue Ocean Strategy to explore innovative management approaches. VUCA identifies the dynamic and unpredictable nature of modern contexts, while the Blue Ocean Strategy introduces value innovation, emphasizing eliminating unnecessary competition and creating unique educational offerings.

Conceptual Framework:

The research framework focuses on four key areas of private HEI management:

Academic Development

Research and Innovation

Academic Services

Leadership Development

The framework employs the 4 Actions Framework from the Blue Ocean Strategy: Eliminate, Reduce, Raise, and Create, guiding strategy formulation.

📐📈Research Methodology:

    1. Population and Sample:

The study targeted 14,745 individuals (administrators, faculty, and staff) from 72 private HEIs in Thailand. A sample size of 375 respondents was determined using Krejcie and Morgan's method, with a 95% confidence level. Participants were selected through stratified and simple random sampling.

    2. Data Collection:

Data were gathered via online questionnaires validated by experts, achieving an IOC score of 0.85. Questions addressed perceptions of unpredictable scenarios and strategies for managing them.

    3. Research Instruments:

• Questionnaires based on VUCA contexts and the Blue Ocean Strategy framework.
• Analysis using descriptive statistics and Exploratory Factor Analysis (EFA).
• Data Analysis: The study employed descriptive statistics to calculate means, medians, and modes. Findings were structured within the 4 Actions Framework to align strategies with VUCA challenges.

🔆🔑 Findings

                Table 1: Information on Unpredictable Situations in the Work Performance of Personnel

            Table 2: Average Scores of Information on Unpredictable Situations in the Work Performance 

                        of Personnel in Private Higher Education Institutions Classified According to the VUCA 

                        Concept

                Table 3: Results of the SWOT Analysis

                Table 4: Results of the Analysis of the Four Frameworks of Operation

 📊📇Conclusions:

    1. Unpredictable Situations in HEIs:

    Academic Development: The greatest uncertainty stems from the inability to reach global competitiveness.

       Research and Innovation: A lack of government budget support was identified as a major challenge.

       Academic Services: Ambiguities arose from limited budget policies.

       Leadership Development: Unclear people management policies were significant issues.

    2. Strategic Development for Private HEIs:

        Using the 4 Actions Framework, the research proposed strategies across four domains:

        2.1 Academic Development:

              - Integrate technology to enhance efficiency.

              - Align academic programs with societal changes.

              - Elevate HEIs to globally competitive standards.

       2.2 Research and Innovation:

             - Prioritize research over teaching workloads.

             - Foster innovative, industry-relevant research.

             - Establish collaborations with government agencies.

       2.3 Academic Services:

             - Strengthen public-private partnerships for funding.

             - Implement proactive enrollment strategies.

             - Adapt services to meet rapidly changing user demands.

       2.4 Leadership Development:

             - Develop adaptive and visionary leaders.

             - Encourage inter-institutional collaborations.

             - Train staff for agile and responsive performance.

This study highlights the necessity for innovative strategies to sustain private HEIs amidst volatile and unpredictable conditions. The integration of the Blue Ocean Strategy provides a novel approach, fostering resilience and competitiveness. These findings contribute to creating a robust roadmap for strategic management in private HEIs, ensuring their sustainability and relevance in a rapidly changing educational landscape.