Can lean management change the managerial culture in higher education?

2020 ◽  
pp. 1-13
Author(s):  
Michele Cano ◽  
Rowena Murray ◽  
Athanassios Kourouklis
Keyword(s):  
Higher Education ◽  
Lean Management ◽  
Management Change ◽  
Managerial Culture

scholarly journals Higher Education As a Tool to Build the Cultural and Intellectual Potential of Managers

2021 ◽  
Author(s):  
Evgeniy Yu. Bikmetov ◽  
Guzel F. Kungurtseva ◽  
Dilara I. Yapparova
Keyword(s):  
Higher Education ◽  
Knowledge Management ◽  
Professional Training ◽  
Public Intellectual ◽  
Sociological Research ◽  
Russian Society ◽  
Intellectual Activity ◽  
Managerial Culture ◽  
Intellectual Potential ◽  
New Generation

The article reveals the methodological aspects of training a new generation of managers in universities. In modern conditions in higher education theoretical and practical education of managers is required, as well as formation of their professional culture demonstrated in developed soft skills. However, in Russian society the traditional type of managerial culture prevails, which is demonstrated in spontaneous recruitment. As a scientific-theoretical and methodological basis of this research, the authors use system, dialectical, activity, phenomenological approaches, methods of applied sociological research. The article justifies that the effectiveness of management is associated with the level of development of intellectual potential of managerial personnel and its improvement is carried out through the implementation of professional, innovative, moral, information sub potential. Modern university training of managerial personnel reflects the contradiction between the traditional model of education and new requirements of the society, connected with modernization processes. Growing public intellectual activity requires managers to create new forms, methods and mechanisms of management. In these conditions, one of the mechanisms of management is a purposeful construction of managerial culture of young people as a future subject of management in the system of higher education. The development of the ability to improve internally is an important task of modern Russian management. The principle of subject-subject vertical and horizontal relations in knowledge management implies a shift of emphasis to self-organization. Therefore, it is necessary to take into account not only learning opportunities, but also self-learning. Academic training for management activities includes a combination of research and applied activities supplemented by the study of disciplines with a social and humanitarian orientation. In this connection, there is a need to train a new generation of professional managers capable of innovations, creative, constructive management activities, which are based on a fundamentally different culture of education management and personnel policy. Keywords: intellectual potential, culture, knowledge, management, higher education, professional training of managers

Digitalization of learning resources in a HEI – a lean management perspective

2017 ◽  
Vol 66 (5) ◽  
pp. 680-694 ◽  
Author(s):  
Huay Ling Tay ◽  
Stephen Wee Kiat Low
Keyword(s):  
Higher Education ◽  
Case Analysis ◽  
Transformation Process ◽  
Learning Resources ◽  
Lean Management ◽  
Content Type ◽  
Exploratory Case Study ◽  
E Learning ◽  
Transformation Processes

Purpose Lean is considered as a major management approach for improving operational productivity and organizational performance. It is a systemic philosophy that emphasizes on fulfilling customer needs, waste minimization, and a commitment to a culture of continual improvement. In recent years, many higher education institutions (HEIs) have leveraged on the use of technology to provide flexibility in learning and just-in-time training for learners in the efforts to improve both the internal processes of course delivery and enhance the provisions of education quality. In recognizing these trends in HEIs, the purpose of this paper is to identify the key factors that facilitate the conversion of printed learning resources to e-learning resources in a HEI. Design/methodology/approach This study used a qualitative exploratory case study approach and examined a unique case of a HEI that is undergoing the transformation process from printed learning resources to digital sources to simplify the processes involved in educational service delivery and operational complexity. Data sources include semi-structured interviews with key personnel directly involved in the project of converting printed learning resources to digital sources, notes taken from informal discussions, and secondary data such as minutes of meetings, learning resource archives, and relevant literature. A retrospective perspective was adopted in the case analysis since the HEI has already completed 50 percent of the conversion phase when this study was carried out. Findings Abductive reasoning approach and well-established lean principles were used to make sense of the digital transformation process of the HEI. Based on the retrospective case analysis, the authors found evidence that characterizes lean management principles and identifies the critical factors (CFs) that have facilitated the HEI to achieve the key milestones in the conversion journey. These include common vision, top management support and leadership, timely information sharing, and relationship management with key stakeholders in the transformation processes. Research limitations/implications Since this research is an exploratory case study, the results obtained cannot be generalized. Future research can be conducted to provide an impact analysis of the potential risk factors of a system that employs only the use of e-study materials. In addition, future studies can also assess the quality of the learning services that is supported by the e-resources by gathering student feedback on their e-learning experience that is supported by the online digital learning resources and learning management system. Practical implications This study provides managerial insights into the levers to engender the transformation from a traditional print learning resources model to leaning with digital e-learning resources. The insights into the CFs aid education managers to introduce process innovations and encourage behavioral changes that will benefit learners, instructors, and administers. Originality/value The study is one of the first to apply lean management principles in making sense of the transformation processes involved in the use of digital innovation in higher education context. The findings provide a holistic view of the process transformations.

scholarly journals INTERNATIONALISATION OF HIGHER EDUCATION BASED ON LEAN MANAGEMENT PRINCIPLES: CASE STUDY OF JAGIELLONIAN UNIVERSITY

2021 ◽  
pp. 42-50
Author(s):  
Iryna Myhovych ◽  
Vitalii Kurylo
Keyword(s):  
Higher Education ◽  
Foreign Students ◽  
Lean Management ◽  
University Management ◽  
Bilateral Agreements ◽  
Process Indicators ◽  
Mobile Students ◽  
Internationalisation Of Higher Education ◽  
Erasmus Programme ◽  
Polish Higher Education

  The paper deals with the phenomenon of lean management in higher education analyzed within the context of internationalisation process in Polish higher education as a means of ensuring inclusive global higher education space. Lean management is looked upon as one of the 21st century models of university management transplanted from the sphere of private enterprises and business companies’ management. The empirical analysis has been conducted with the use of statistical data provided by the official website of Jagiellonian University, Krakow, Republic of Poland. The data have been collected in accordance with the following internationalisation process indicators: amount of bilateral Memoranda of Understanding; Inbound Mobility: number of foreign students who have completed the full cycle bachelor's / master's degree; Inbound Mobility: number of foreign students who have completed the full cycle PhD’s degree; Inbound Mobility: participation in Quin Jadwiga Fund granting schemes; Inbound Mobility: participation in Erasmus / Erasmus+ Programme; Outbound Mobility: participation in Erasmus / Erasmus+ Programme; number of outbound mobile students in accordance with bilateral agreements; number of inbound mobile students in accordance with bilateral agreements; number of outbound mobile staff in accordance with bilateral agreements; number of inbound mobile staff in accordance with bilateral agreements. The collected data have shown gradual increase of internationalisation process indicators and allowed concluding that the introduction and support of lean management principles in higher education promotes the intensification of the internationalisation process. 

scholarly journals Higher education leadership and uncertainty during the COVID-19 pandemic

2021 ◽  
Vol 4 (1) ◽  
pp. 1
Author(s):  
Iwan Nugroho ◽  
Niken Paramita ◽  
Belay Tizazu Mengistie ◽  
Oleksandr P Krupskyi
Keyword(s):  
Higher Education ◽  
Education Leadership ◽  
Higher Education Leadership ◽  
Policy Changes ◽  
Management Change ◽  
Main Work ◽  
Adverse Impacts ◽  
Cooperation Network ◽  
Increase Productivity ◽  
The Impact

The impact of the pandemic on higher education activities is a major concern around the world. Higher education is obliged to carry out the necessary measures of adaptation, innovation, and management change, which are promoted by leaders at various levels. The leadership is further committed to encouraging transformative changes to meet students’ most critical needs.  Leadership is expected to be able to use all resources in the organization, even in limited conditions due to pandemic impacts.  The crisis condition during pandemic become the main approach in implementing higher education leadership.  First, the leader develops effective multi-directional communication to mediate and respond to actual needs and changes, especially involving parties impacted or affected by policy changes.  Second, the leader develops a cooperation network to support mutually one another to form productivity. It is necessary to network with all interests to formulate the best solution to reduce the adverse impacts of the pandemic.  Third, the leader develops empathy to encourage the work environment, increase productivity, and combine efforts to promote health on their personal and professional sides. Fourth, lecturers develop an own set of heuristics for managing their classes using technology as the main work in the new normal situation.JEL Classification A23; I00; I23

scholarly journals Lean Thinking in a UK University Law Clinic: A Reflective Case Study

2019 ◽  
Vol 27 (1) ◽  
pp. 171-203
Author(s):  
Alex Nicholson ◽  
Alireza Pakgohar
Keyword(s):  
Higher Education ◽  
Law School ◽  
Education Sector ◽  
Lean Management ◽  
Lean Thinking ◽  
Study Approach ◽  
Complex Processes ◽  
Resource Intensity ◽  
The University

A law clinic typically involves staff and students in a range of complex processes that are highly resource-intensive and which have the potential to detract from core value-adding activities. This paper aims to highlight the challenges associated with resourcing a university law clinic, and evaluate the extent to which lean management is able to provide solutions. It is submitted that proactive and deliberate application of lean management philosophies to law clinic process design has the potential to both reduce resource intensity and enhance value. A literature review was conducted in order to identify lean management principles and methodologies that might be applicable. A case study approach was then used to evaluate key resourcing challenges faced by a UK university law clinic and to explore the extent to which lean thinking might help to overcome them. There is very little literature which discusses the application of lean thinking in the higher education sector, and none which considers the university law clinic context specifically. This paper will provide law school leaders with a resource that will enable them to evaluate and design their clinic processes more effectively, improving the wellbeing of clinic staff and enhancing the pedagogical value of clinic work for students. It will also contribute to the emerging body of literature which highlights the benefits of lean thinking within the higher education sector.

scholarly journals Theoretical Bases of Formation of Managerial Culture of the Future Specialist of Social Security in the Educational Environment of Higher Education Institution

2021 ◽  
Vol 1 (2 (340)) ◽  
pp. 5-14
Author(s):  
Serhii Konoshenko ◽  
◽  
Nataliia Konoshenko ◽  
Violetta Tsocalo ◽  
◽  
...  
Keyword(s):  
Higher Education ◽  
Social Security ◽  
Professional Training ◽  
Educational Institution ◽  
Education Institution ◽  
Educational Environment ◽  
Social Partnership ◽  
Management Culture ◽  
Managerial Culture ◽  
The Future

The article reveals the theoretical foundations of the formation of management culture of the future social security specialist in the educational environment of higher education. It is substantiated that a social security specialist in modern conditions is a manager who must be able to form a team, develop and implement social programs and projects, create a socially healthy society, establish social contacts, carry out social partnership. Models of professional training of social workers in the university are analyzed. Didactic modules of formation of managerial culture of the future specialist in higher educational institution are considered. The content of professional competencies (socio-psychological, legal, organizational, economic, informational, marketing, consulting) of the future specialist in the social sphere as a subject of managerial activity is revealed. The expediency of wide application of personality-oriented, organizational, environmental, effective, competence approaches in the formation of the management culture of the future social security specialist is substantiated.

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