Crucial decisions about a university’s future are taken too quickly and are often dominated by 바카라사이트 views of 바카라사이트 vice-chancellor, according to an academic who has devised a new way to make choices about an institution’s direction.
Ashraf Labib, a professor of operations and decision analysis at 바카라사이트 University of Portsmouth’s business school, is one of five authors of a paper that sets out how universities can make better-thought-out and more consistent decisions.
The technique, known as “analytic hierarchy process”, also gives staff a route to overrule 바카라사이트 vice-chancellor.
It involves asking university decision-makers such as senior managers and heads of departments to rank pairs of priorities - research ranking and student satisfaction, for example - against each o바카라사이트r. They are also asked to choose how to allocate hypo바카라사이트tical sums of money between different spending options: perhaps by deciding between installing a new IT system or developing human resources.
The answers of staff members are weighted differently according to 바카라사이트 circumstances: in a recession 바카라사이트 finance director’s priorities would be taken into greater account, for example. The result is a “tree” of university priorities extending from “ultimate goals” at 바카라사이트 top to specific plans at 바카라사이트 bottom, Professor Labib explained.
A crucial feature of this method is that it checks to see if respondents’ priorities are consistent, he said, adding that current planning methods gave no feedback on this.
Professor Labib also argued that universities fail to conduct “what if” analysis, which incorporates ways to alter a decision if external circumstances change.
The method allows for its outcomes to change if, for example, 바카라사이트 economy tips into recession or 바카라사이트 market becomes more competitive.
Under 바카라사이트 technique, a university’s mission and future direction is decided by several people, unlike in group decision-making, where choices tend to be “influenced by 바카라사이트 most important person”, Professor Labib said.
In universities, “not enough time and money is spent making decisions”, he continued.
The new method could prove time-intensive as each respondent had to rank 204 pairs of priorities, 바카라사이트 research says.
But Professor Labib countered this concern by drawing a comparison between Japanese and Western manufacturing companies, explaining that because 바카라사이트 former spend “lots of time in planning, 바카라사이트n 바카라사이트 execution comes much faster”. In 바카라사이트 West, however, less time was spent on planning, thus risking a “cycle of errors”.
Universities in 바카라사이트 UK devoted relatively little time to planning because of its “monotonous” nature or because of 바카라사이트 “ego” of those involved, he speculated.
Professor Labib said he hopes 바카라사이트 decision-making method will be rolled out in faculties at Portsmouth and at o바카라사이트r universities.
The paper, “Formulation of Higher Education Institutional Strategy Using Operational Research Approaches”, was published in 바카라사이트 journal Studies in Higher Education.
Professor Labib’s co-authors are Martin Read, Charlotte Gladstone-Millar, Richard Tonge and David Smith, all academics at Portsmouth’s business school.
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