5<\/p>\n
Student 1: Proposed Leadership Structure for Khalifa University<\/p>\n
By<\/p>\n
Table of Contents<\/p>\n
STUDENT ONE 5<\/p>\n
1.1 Introduction 5<\/p>\n
1.2 Proposed Leadership Structure for Khalifa University 5<\/p>\n
1.3 Composition and Responsibilities of Governing (Regents) Board 6<\/p>\n
1.4 The Roles of the President 6<\/p>\n
1.5 Roles of the Provost 7<\/p>\n
1.6 Roles of the Deans 7<\/p>\n
1.7 Administrative Staff 8<\/p>\n
1.8 Student Government 8<\/p>\n
1.9 Conclusion 8<\/p>\n
STUDENT TWO 9<\/p>\n
2.1 Introduction 9<\/p>\n
2.2 Organization of the HR Department 9<\/p>\n
2.3 The Recruiting Specialist and Team 10<\/p>\n
2.4 Learning and Development Manager and Team 10<\/p>\n
2.5 Employee Relations Manager and Team 11<\/p>\n
2.6 Compensation and Benefits Specialist 11<\/p>\n
STUDENT THREE 13<\/p>\n
3.1 Mission and Vision Statements 13<\/p>\n
3.2 Khalifa University\u2019s SWOT Analysis 14<\/p>\n
3.3 Internal Forces 14<\/p>\n
3.3.1 Strengths 14<\/p>\n
3.3.2 Weaknesses 14<\/p>\n
3.3.3 External Forces 15<\/p>\n
3.3.4 Opportunities 15<\/p>\n
3.3.5 Threats 15<\/p>\n
3.4 The implication of the SWOT Analysis 15<\/p>\n
3.5 PESTLE Analysis 16<\/p>\n
3.5.1 Political Factors 16<\/p>\n
3.5.2 Economic Factors 16<\/p>\n
3.5.3 Social factors 16<\/p>\n
3.5.4 Technological 17<\/p>\n
3.5.5 Legal Factors 17<\/p>\n
3.5.6 Environmental 17<\/p>\n
STUDENT FOUR 18<\/p>\n
4.1 Introduction 18<\/p>\n
4.2 Recommended Strategic Objectives 18<\/p>\n
4.2.1 Excellence 18<\/p>\n
4.2.2 Collaboration and Synergy 18<\/p>\n
4.2.3 Shaping the Society 19<\/p>\n
4.2.4 Innovation and Leading Transformation 19<\/p>\n
4.3 Implementation Plan for the Strategic Goals 20<\/p>\n
4.5 Conclusion 23<\/p>\n
References 25<\/p>\n
Appendix 27<\/p>\n
STUDENT ONE<\/p>\n
1.1 Introduction <\/p>\n
The leadership structures adopted by American Colleges and Universities depend on the type of institution, culture and history. However distinct they may seem, they also share some common features on the governing bodies and the hierarchy applied in the management and leadership of activities. A university’s leadership structure is the framework it uses to manage the division of labour among its many administrative departments. As a result, workers and students will know exactly whom to approach with any inquiries or concerns regarding the company (Madi et al., 2018). Although universities have many different types of organizations, the executive level is typically the most powerful. The President, chancellor, and board of trustees make up this level of administration at an institution. Other executive team members are the provost and chief financial officer(s). <\/p>\n
In addition, experts in the field of higher education believe that there are several key areas in which private institutions differ from their public equivalents. However, there are many similarities between public and private university administrations. This is because both types of institutions place a premium on hierarchical organizational structures and place a premium on research, advanced teaching, and community service. Both public and private universities include governing boards, a president or chancellor, a group of administrative officials, and an academic senate as key pillars of their institutional authority. Central bodies of public institutions routinely work with other interested parties like local groups, the general public, commercial corporations, and philanthropic organizations (Madi et al., 2018). By routinely influencing the university’s policies and procedures, these outside institutions significantly impact internal organizational structures.<\/p>\n
1.2 Proposed Leadership Structure for Khalifa University<\/p>\n
The administrative structure of the University should be comprised of the President, the Provost and vice presidents, and the Deans. In addition, there should be governing boards, administration and other staff members together with student leaders. The President would control the entire institution, while the Provost would oversee academics and the Deans of the many schools and colleges. Through this structure, the leadership can be confident that every aspect of the University is sufficiently represented and accounted for and that clear lines of power and responsibility are maintained. If Khalifa University wishes to ensure that all it stands for is represented and accounted for, this leadership structure should be used. Therefore, this structure would increase efficiency by creating clear lines of duty and power at the university since it is inclusive.<\/p>\n
1.3 Composition and Responsibilities of Governing (Regents) Board<\/p>\n
Khalifa University’s regents’ board possesses the overall legal authority over the university. The board’s major responsibility is governance, fiduciary roles, establishing goals and objectives and oversight of the university’s functioning (Kouzes & Posner, 2018). The proposed board will be composed of nine members appointed by the Minister for Education in the country with the approval of the President. The bill has a serving term of 3 years; after which it will be reconstituted. According to higher education experts, the board functions as a unit, and individual people possess little power to act separately unless one of the officers is authorized to act on behalf of the board. The duties and responsibilities of the board include appointing the university president, who will be the chief executive officer, and delegating functions to him for the effective running of the university (Kouzes & Posner, 2018). In addition, the Regents board will establish and review the university’s mission, vision, goals and master plan by approving the creation of colleges and other satellite campuses. When students complete their education program at the university, it will be the role of the board to approve all the degrees, as is evident in most universities worldwide. Additionally, research indicates that the governing board is responsible for entering into operating agreements with the board of advisors, approving the president’s organisational structure and the constitution and other legal documents proposed by the administrative bodies. <\/p>\n
1.4 The Roles of the President <\/p>\n
As the highest executive leader at the university, the President will oversee the university’s direction and strategy and guarantee that all operations are conducted smoothly. In addition, the President will be tasked with providing overall leadership at the university and presiding over the administrative and academic roles. They will also work closely with the directors of academic affairs and financial officers to ensure the smooth running of operations. Another fundamental role that the President will play is to act as the lead fundraiser and representative of the academic community to external agencies (Eva et al., 2021). His daily duties will include maintaining a close relationship with the governing body to further his strategies, foster an optimistic public image of the institution, and be the lead mediator in cases requiring conflict resolution between the university community.<\/p>\n
In addition, the President supervises a positive and beneficial relationship between the students in the school and the administration. They can achieve this by overseeing that students can successfully form healthy relationships with their educators and other administrative staff by eliminating all the possible barriers to such (Eva et al., 2021). Also, they will oversee the operations and maintenance of human and physical resources under the jurisdiction of Khalifa University. They will accomplish this role by ensuring that before any material\/property is moved or used, there is a legal order from their office which means they will act as the guardian of university property. Other roles of the President will include being accountable to the governing boards, reporting on the financial and academic state of the university to the managing directors or government authorities, present to the boards for approval of any organizational structure recommendations. In addition, the President will have the window to adopt revised administrative policies on their own or as recommendations from faculties or administrative staff, provided they do not conflict with the university leadership policy (Kouzes & Posner, 2018). Furthermore, they might delegate their authority to the vice president if they cannot fulfil their duties. Therefore, the President will be the Chief Executive Officer at the University, responsible for implanting policies and overseeing the overall quality of academic programs within all university entities. <\/p>\n
1.5 Roles of the Provost <\/p>\n
In most public and private universities, the provost acts as the university’s chief academic officer and is directly accountable to the President. At KU, the provost and their associate provosts will have to be nominated by the President and approved by the board. The main roles will include overseeing the implementation of academic programs within the university as proposed by the board. Additionally, the provost will supervise the associate provosts and other university deans (Apkarian & Rasmussen, 2021). They will direct graduate policies, international initiatives for students studying abroad, institutional reporting and effectiveness, academic programs and the evaluation of learning outcomes. Although the provost will have no appointive role, he will direct activities of recruiting, hiring, educator empowerment and promotion to improve retention within the academic community at KU. With the school’s chief financial officer, the Provost will be required to manage the proportion of the university funds allocated for implementing academic policies and programs. Furthermore, the provost will represent the university in external academic affairs interest bodies in organizations concerned about academic matters. <\/p>\n
1.6 Roles of the Deans <\/p>\n
As in most higher learning institutions, deans are regarded as academic leaders with managerial, academic, fiscal, and programmatic responsibilities at the university. The dean directly reports to the Provost and manages students’ academic matters. Apart from being academic leaders, the deans of different colleges and schools within the university are required to monitor academic transparency, confer completed degrees, manage student recruitment, and instruct their academic progress. Deans will be elected among the University lecturers within the school with the approval of the School Governing Board. Also, they are responsible for ensuring the ethical conduct of research and enforcement of the university culture of integrity and compliance among the staff members and students (Apkarian & Rasmussen, 2021). They are responsible for directing physical resources of training and education and implementing university regulations. As financial managers, they will approve the sources of matching funds and cost-sharing within their schools and direct transfer obligations within their jurisdiction. Therefore, deans will report to the provost and will over, oversee then of local university policies relating to academic affairs and oversee the recruitment, admission and academic progress of students at KU. <\/p>\n
1.7 Administrative Staff<\/p>\n
The internal KU administration will be comprised of staff responsible for oversight of institutional affairs. This cohort will comprise the chief financial officer and other executives within the university. The Chief Financial Officer will provide financial management and sustainability of the University. Additionally, they will be responsible for delivering university infrastructure and advancing the realization of university objectives and strategies (Eva et al., 2021). Importantly, they will be responsible for the proposition of college budgets, accounting and fiduciary analysis within the university, supervise finance and staff members’ payrolls of staff members and financial statements within the school to adhere to the accounting guidelines. Finally, the chief financial officer will provide reports to the President, who will present the final accounting statements to the Governing Board. <\/p>\n
1.8 Student Government <\/p>\n
According to the proposed regulations approved by the board, the student government will form a crucial part of the university leadership. Student leaders allow the student community to take charge of their affairs by influencing the conduct of students and pushing for implementing policies that affect them directly. As the lowest level of leadership within the structure, student government will help the executive positions to sincerely understand the challenges that students are going through since it is easier for a student to approach their fellow learners for their concerns and grievances. As a result, it helps create a culture of ownership and collaboration with the executive functions of the schools (Madi et al., 2018). Also, it provides opportunities for students to showcase their leadership skills within the school and moulds them for future leadership roles in higher roles. They are also responsible for running events and other activities, making changes to the student’s code of conduct with the board’s approval and supporting their fellow students. <\/p>\n
1.9 Conclusion <\/p>\n
In conclusion, the proposed leadership structure for Khalifa university will comprise the Governing Board, the President accountable to the Board, the Provost responsible for academic affairs, and the Deans. They are answerable to the Provost, the Administrative staff, the chief financial officer, and the student government. The main benefit of this structure is that it provides a smooth way of management of university issues by ensuring that all aspects of the University are well represented. A President, Provost, and various Deans should make up the University’s administrative hierarchy. The President would have responsibility for the University’s overall direction and operations, the Provost for academics, and the Deans for the individual schools and colleges. By establishing distinct lines of authority and responsibility, this framework would guarantee that the university is represented and accounted for in the best possible light.<\/p>\n
STUDENT TWO<\/p>\n
2.1 Introduction <\/p>\n
The HRM department at the University will work together with the other executive and administrative staff to support the accomplishment of the goals and objectives set by the Governing Board. For every institution, the management of resources forms an integral part of achieving goals and successfully implementing policies that promote efficiency. The resources that need to be managed include humans (employees), materials and financial resources. Of the three sets of resources, human resource is the most significant and practically most difficult to manage in universities because they are people-intensive organizations (Waheed et al., 2018). In the modern world, where the universe operates like business organizations, effective HR management because more of a necessity. This is because appropriately managing staff helps the organization to remain relevant in the industry and improves the performance of the employees, which guarantees higher quality of education delivered. <\/p>\n
The complexity of university staff, including educators, manual workers, IT Specialists, lab technologists, students and other staff members, makes it necessary to include an HR department in its organization and management. At universities, the role and position of the HR department have evolved from a traditional paradigm to a modern Value-Added paradigm (Naeem et al., 2019). Traditionally, the HR universities played an administrative function that involved assigning duties, sourcing and paying workers, providing employee compensation and benefits, and handling employee relations. The intermediate strategic paradigm is a pattern focused on the planned deployment of human resources intended to enable the university to accomplish its mission and realize its vision. The value-added paradigm combines traditional and strategic concepts that aim to provide employee empowerment, enhance organisational effectiveness, motivate performance, and design and implement the technical functioning of effective processes (Waheed et al., 2018). Therefore, at Khalifa University, the HR department will focus on the management of employees and support the accomplishment of institutional goals and objectives. <\/p>\n
2.2 Organization of the HR Department <\/p>\n
The HR departments tend to have a unique character in higher education institutions based on the organisation’s people-intensive naturalizations. For Khalifa University, the HRM department’s proposed framework will comprise four different divisions with different roles, all aimed at achieving the organizational objectives. According to recent research, a comprehensive HR department should comprise a recruitment specialist, a training and development expert, a specialist in employee relations and a person who is well-versed in compensation and benefits for the workers (Naeem et al., 2019). This framework is guided by the employee lifecycle, which includes selection and recruitment, training, employee development, internal and external employee relations, compensation, and benefits. Under the preview of such a department, the worker’s demands will be successfully cared for and responded to. Additionally, the HR division is important because it adjusts to the industry’s trends and shifts in employee needs (Kooli & Abadli, 2022). The different positions suggested will play unique roles, but all will be under one leader, the HR manager answerable to the President and the Governing Board. <\/p>\n
2.3 The Recruiting Specialist and Team<\/p>\n
In Human Resource management, recruiting and selecting employees from a pool of prospective university workers is a key step in the employee cycle. Therefore, it needs to have a specialist trained to create methods and develop strategies that improve the recruitment process and make it conducive for applicants and has a high affinity for highly qualified people. The main responsibility of the recruiting specialist is to attract and secure the best talent for the University. Additionally, they must act as the interface between the qualified candidates and the hiring managers and overlook the entire hiring process (Kooli & Abadli, 2022). Other roles include building and regularly reporting as defined by the university policies on the hiring plans, publishing job advertisements in various portals like social media and during events that may have qualified personnel. <\/p>\n
After connecting with the potential employees, the specialist will have to collaborate with the hiring managers constantly review the qualification criteria for future employees. Research indicates that it is also the role of the recruiting department to screen job applications, conduct initial interviews and shortlist candidates, track hiring metrics and advise the hiring personnel on the latest assessment and interviewing techniques in the industry (Gill et al., 2019). However, sometimes the roles and responsibilities of the recruiting specialist overlap with the hiring experts; therefore, it is recommended to have a team that can integrate the two and conduct recruitment, selection and hiring of new employees into the university community. Therefore, the recruitment team will focus on recruitment, screening, selection and hiring of the best candidates for the university. <\/p>\n
2.4 Learning and Development Manager and Team<\/p>\n
Another important aspect of Human resource management that becomes crucial after hiring employees is the facilitation of learning and development, which enhances employee satisfaction and retention of qualified talent within the university. Although its initial aim is to improve the overall performance of the employees, the learning and development team will help employees develop their skills which will improve individual performance while discharging their duties (Gill et al., 2019). The team will be led by a learning and development manager who will be answerable to the Overall HR manager. The team will comprise specialists that handle the training and professional development of the employees at the university to make the best out of their talents and empower them to realize their full potential. The team’s responsibilities will include providing employees with the relevant skills and knowledge needed to grow their roles and help the university. This will be achieved through policies and strategies approved by the governing board that empower employees. <\/p>\n
Some practices that encourage training and development include training programs within the university for educators, drivers, IT specialists and even manual workers, leadership training, and supporting employee growth. By working closely with the employee relations team, it is possible to create policies and procedures that ensure employees support each other during the training activities (Naeem et al., 2019). The learning and development professionals will solely focus on employees’ professional and skill development by filling learning gaps, assessing the employees, and creating training programs that help them improve their talents. <\/p>\n
2.5 Employee Relations Manager and Team<\/p>\n
According to HRM experts, employee relations management forms an essential part of employee management that allows the manager to train and oversee the workers on behalf of the executive leadership (Naeem et al., 2019). The manager will be hired with the guidance of the university employee policy and approved by the HR manager on behalf of the Governing Board. Also, the manager must undertake supervisory duties on the employed staff by training and overseeing their work and conducting timely employee performance assessments. Additionally, they work as the interface between the universities and the policies formulated and the actualization by the workers. In essence, they present the employees’ grievances to the higher executive positions and train employees on the best ways to relate to their colleagues.<\/p>\n
Additionally, the relations manager advises managers on the best practices and procedures of employee supervision and presents problems and grievances on behalf of the employees (Waheed et al., 2018). The manager will also represent the employees and the university in contract meetings and negotiations involving employee and labour relations. In addition, they collaborate with the leadership on matters terms and memoranda of understanding affecting employees throughout the negotiation process. Finally, they will be required to perform other duties assigned by those in high positions within the university that are relevant to their position. <\/p>\n
2.6 Compensation and Benefits Specialist <\/p>\n
In addition to recruitment, training and employee relations, the compensation and benefits manager plays important and unique roles in ensuring that employees are well managed and compensated within the university. Typically, the manager will be a qualified person with a team of 3 members who will assist them in discharging their duties. The team will coordinate and oversee that the work activities of the staff are regulated and well-compensated for extra jobs. In addition, the team will be required to frequently review the university’s pay and benefits chart for employees while monitoring the wage and compensation rates. It will also be required to choose and coordinate business vendors and investment specialists with insurance brokers. Also, the team will ensure that the distribution of wages and benefits information is right and that the plans within the university adhere to national regulations. Some managers may be in charge of compensation and benefits, but this is less common, particularly in larger corporations (Waheed et al., 2018). However, all compensation and benefits managers meet regularly with the company’s top brass, heads of other HR departments, and CFOs. They make recommendations for pay and benefit plans and initiatives based on their expertise. <\/p>\n
The compensation and benefits department can use data analysis to determine the best pay and benefit plans for the employees within the university. Additionally, the team will monitor compensation and benefits trends, evaluate the efficacy of current procedures and propose new ones. Managers draw conclusions, present findings, and make recommendations to other managers using an analytical, database, and presentation software. Compensation managers will be in charge of determining the pay scale for their organization. Also, they will constantly monitor market trends and government mandates to ensure that their company’s pay rates are competitive. They examine salary data to determine how their company’s pay scale compares to others (Kooli & Abadli, 2022). Compensation managers use the information to either maintain or increase pay levels. Therefore, the university will need a compensation and benefits manager to manage the logistics of financial support and payment of benefits to staff members in compliance with federal regulations. <\/p>\n
In conclusion, the HR department will form an important aspect of leadership within Khalifa University due to the people-intensive nature of the institution. The department will be organized in that there will be an HR manager who will lead the different teams with specific rules that govern the employee lifecycle within the university. The teams include the recruiting team, which is responsible for luring, selecting and hiring the best talent to the university; the learning and development department is responsible for employee empowerment, creating training programs, skill development and improving the welfare of the workforce. In addition, the employee relations manager will represent employees in labour and relations agencies during the negotiation process on decisions that affect their performance and productivity within KU. The last team is compensation and benefits, which will ensure that workers’ pay scales and compensation plans are ethical and comply with state guidelines. Therefore, Khalifa university will need an HR department that will support the accomplishment of goals and objectives and support employees to ensure they realize their full potential while working within the institution. <\/p>\n
STUDENT THREE<\/p>\n
3.1 Mission and Vision Statements<\/p>\n
According to consultants in higher education, mission and vision statements are important tools that declare the university’s values and goals. Also, they play three fundamental roles for the academic community, the staff and the external agencies. First, these statements communicate the innate purpose of the university in the community to its students, employees and stakeholders (Ricci et al., 2021). Secondly, they inform the strategy development the university desires to achieve and instill in the students within their course through the school. The mission does this by suggesting strategies to lead them to achieve their goals. The mission statement is the broader end of a funnel, while the vision is the narrower part which contains a strategy on how the mission will be achieved. Together, the two guide strategy development towards achieving the goals and inform the university’s objectives. While the mission states who the university is and what they value, the vision statement communicates what they want to become. Experts suggest that every institution should contain a credible mission statement that describes the university and a vision statement that informs what they desire to become (Ricci et al., 2021). Therefore, the mission and vision statement reflect the goals and objectives of Khalifa University and is defined by the current position and the future direction of the institution. <\/p>\n
The proposed mission of Khalifa University is:<\/p>\n
\u201cto provide quality education and research opportunities of a top-notch global standard for students and graduates to prepare them for the challenges they will experience while in the global workforce. We are committed to providing a learning environment that celebrates innovation, excellence and an entrepreneurial spirit.\u201d <\/p>\n
The proposed vision statement reads: <\/p>\n
\u201cour goal is to become an eminent institution of higher learning that is renowned for proper education programs and research that contributes to the global expansion of knowledge and the refinement of morally accountable world leaders and scientific innovators.\u201d<\/p>\n
For the university to ensure they fulfil its mission and vision, the following are the determined goals: <\/p>\n
To provide the students with a world-class education that meets their learning requirements and prepares them for achievement in the competitive employment industry. <\/p>\n
To encourage a culture of excellence, value innovation and entrepreneurial spirit. <\/p>\n
To produce responsible world citizens active in their local and global communities. <\/p>\n
3.2 Khalifa University\u2019s SWOT Analysis <\/p>\n
In the bid to accomplish its goals, Khalifa University has different factors that favour or hinder the progress and achievement of its vision. The factors are internal forces (Strengths and Weaknesses) and external elements (Opportunities and Threats). In addition, SWOT analysis is an important tool that allows the university to explore the possibilities for new solutions to existing problems. Additionally, it will help the leadership to make decisions on the right path for the institution, determine where changes are possible and adjust plans based on the opportunities or threats present (Leiber et al., 2018). This section provides a research-based SWOT analysis of Khalifa university and its implications on strategic development. <\/p>\n
3.3 Internal Forces <\/p>\n
3.3.1 Strengths <\/p>\n
The internal strengths that drive the university towards realizing its vision include that the faculty members are respected for their quality in teaching and conducting research in the academic community. The second strength is that it provides an extensive selection of education programs. The university currently provides a wide range of programs for all three levels of education, from undergraduate to doctoral level, to increase the diversity of students in the school. The third strength is that research conducted and directed by the university is at a world-class level that most professionals respect, and it is widespread across various fields. Another strength is that the student body at the university is diverse and highly motivated to pursue their dreams. The current undergraduate and graduate students hail from every cultural and ethnic background and are committed to achieving their goals, ensuring the vision can be achieved. <\/p>\n
3.3.2 Weaknesses <\/p>\n
Weaknesses are internal gaps and barriers that hinder the realization of future developments in the university. The first weakness that creates a barrier to progress is that the university is still a new one with limited resources. Additionally, the university is not widely known compared to other older and self-established institutions, and its reputation could be stronger in the academic community (Leiber et al., 2018). In recent years, there has been a declining enrolment of students due to increasing competition in the market and the scraping of some programs due to poor career alignment. Another area for improvement is that there need to be more resources for equipment, facilities and recruitment\/retention of qualified and experienced staff members. The implication of understanding these weaknesses is that they help understand the features that put the university at a disadvantage and guide the policymakers to align their objectives and strategies towards alleviating the weaknesses and minimize them before they become a serious challenge. <\/p>\n
3.3.3 External Forces <\/p>\n
The external factors that influence the university’s functioning include threats and opportunities that the institution has limited control over. Opportunities are the favourable factors that give the university an added advantage towards accomplishing the KU goals. <\/p>\n
3.3.4 Opportunities <\/p>\n
The current opportunities for achieving the KU include the increased demand for higher learning in the UAE and the surrounding regions. The nation has become more civilized, and more people desire to increase their education levels, increasing the chances of having a higher student enrolment. Another positive factor is that the government has increased the funding for research and development. As a result, the learners and educators have the opportunity to conduct more research and develop more models that contribute to the university’s goal to become the best research institution in the world. <\/p>\n
The other opportunity is that there is a positive physical environment that supports the learning of students. The UAE government is investing in enhancing physical environments, which puts the university in a spotlight position favoring its selection by prospective students. Also, the surrounding community supports the education and research initiatives undertaken by the university and supports them in financial, physical and human resources (Ricci et al., 2021). Other opportunities include expanding partnerships with other institutions and stakeholders and expanding the non-traditional market, including several industries that facilitate exchange programs and fund their research activities. These opportunities imply that they inform the university leadership of the chances they should exploit to maintain a competitive advantage and, most importantly, realize the vision. <\/p>\n
3.3.5 Threats <\/p>\n
Although there are opportunities that support the KU goals, threats also exist, and they distract the achievement of the objectives. The major threat is stiff competition from other institutions both within UAE and worldwide. The regional competition for students calls for innovativeness and higher rates of training which may need to be more realizable at the moment. The other threat is the constant economic downturns that adversely affect the enrollment rates and the finding of crucial university activities and events (Albornoz, 2021). Other weaknesses include the high rate of unfulfilled financial needs, decreased family purchasing powers affecting the abilities of most students to enroll on the university and the less value attached to higher education in society. <\/p>\n
3.4 The implication of the SWOT Analysis <\/p>\n
The exceptional faculty, state-of-the-art facilities, and robust partnerships with the private and public sectors are among Khalifa University’s internal strengths. These resources are essential to making the university’s dream a reality. Although this is the case, the University still has several obstacles to overcome, one of which is the need to boost the quantity and quality of its research. Opportunities and threats to achieving KU’s strategic goals stem from external factors such as financial resources, regional politics, and the quality of prospective students (Albornoz, 2021). Among Khalifa University’s many strengths are its faculty quality and the breadth and depth of its collaborations with public and private organizations. Despite this, there are still obstacles that the University must overcome, such as competition from other schools in the area and a need for more community support. Thus, this information will inform the university leadership on the changes relevant to the university and the weaknesses they have to minimize while exploiting the current opportunities. <\/p>\n
3.5 PESTLE Analysis <\/p>\n
It is a framework that analyses the key factors that influence the organization from the outside. Also, it is important because it provides professional insight into the external forces that affect the university’s performance. These factors are Political, Economic, Sociological, Technological, Legal and Environmental. The PESTEL analysis conducted for Khalifa University reveals many details about the operational challenges posed by the dominant macro environment beyond competitive forces (Albornoz, 2021). Location in a politically unstable region harms the university’s long-term success, even if the government as an entity is highly profitable and on a rapid expansion path.<\/p>\n
3.5.1 Political Factors <\/p>\n
The political factors that affect the operations at Khalifa university include that the UAE has a stable environment. as a result, there is much threat posed to the university because there are fewer civil wars or conflicts within the nation that would deter the accomplishment of the university goals. However, the tension during election periods makes the process sluggish since some international students go to their home countries (Ricci et al., 2021). In addition, there are low levels of corruption within the education sector which could be attributed to good national policies. <\/p>\n
3.5.2 Economic Factors <\/p>\n
Economic factors that could influence the flow of operations in the university include inflation rate, interest rates, economic cycles, labour costs, and productivity within the economy. Overall, UAE provides a safe and strong economic environment for the university to realize its vision. There are lower labour costs and low inflation rates, which are favourable. <\/p>\n
3.5.3 Social factors <\/p>\n
Social culture and the way of life affect the culture of the university. The university is situated in an environment where most of the population members have shared beliefs and attitudes, which promotes cohesion and unity and enhances the achievement of set objectives. Other social factors that influence the university include class structure, demographics, entrepreneurship spirit, leisure interests, community education levels, and the power division within the university and the surrounding regions. <\/p>\n
3.5.4 Technological <\/p>\n
There is a recent adoption of digital registers within the university, which seeks to improve the coordination of students and employees within the academic community (Ricci et al., 2021). Also, recent developments in technology by competitors pose a threat to Khalifa University. Another technological concept is the higher rate of technological diffusion across the UAE from other parts of the world. <\/p>\n
3.5.5 Legal Factors<\/p>\n
Recently, the government passed statutes and regulations that govern the activities of students and how research should be conducted. With the promised funding of research at universities, the government has made laws supporting young learners in their quest for new knowledge. <\/p>\n
3.5.6 Environmental <\/p>\n
Some of the favourable environmental factors for the university, which provides a good atmosphere desirable by students, is the warm weather around UAE for the larger part of the year. On the flip side, there is a high level of water and air pollution in the communities around the university but measures are underway to alleviate the challenge (Albornoz, 2021). Other factors include climate change, proximity to natural sceneries and physical features like rivers and hills. <\/p>\n
STUDENT FOUR<\/p>\n
4.1 Introduction <\/p>\n
For institutions and organizations, strategic objectives are purpose statements that indicate the overall vision and create measurable steps for the corporation to accomplish its desired result (Limani et al., 2019). Khalifa University’s proposed vision is to become a world-class university and a respected research institution. The recommended strategic objectives will comprise short-term and long-term goals that will direct the university towards achieving its vision. Additionally, it will contain directional strategies based on the academic community’s beliefs and needs that will strengthen its position as a research institution worldwide. The strategic objectives will be significant for the university because they drive the priority setting of activities engaged in by the students and the leadership and direct resource allocation. In addition, they will inform the leadership of the capability needs and budgeting activities needed to accomplish their goals. Other activities informed by the objectives include focus alignment for workers and students, human resource plans, infrastructure development and collaboration with relevant bodies that strengthen the achievement of their vision. This section provides a critical compilation of short and long-term strategic goals for Khalifa University, directional strategies and an implementation plan for achieving the vision. <\/p>\n
4.2 Recommended Strategic Objectives <\/p>\n
4.2.1 Excellence <\/p>\n
The first strategic objective for KU will be Excellence through recognition of quality education programs and research by achievements. This objective is lined with the university’s goal to be a globally recognized research-based institution. The objective will be achieved by creating a conducive research and teaching environment that respects Innovation and a multidisciplinary approach to education. Also, higher learning scholarships, effective mentorship programs, and attracting world-class scientists and faculty members will help achieve this objective (Klofsten et al., 2019). Through these activities, KU will receive internal accreditation and acknowledgement as a world-class institution. <\/p>\n
4.2.2 Collaboration and Synergy<\/p>\n
The objective here is to be an international resource of credible information serving the industry, society and government in the UAE through valid partnerships and collaboration with other organizations to ensure good research and learning environment (Holmes et al., 2019). To achieve this objective, the university will seek strategic partnerships with relevant bodies to increase the capabilities relevant to delivering high-quality research and education programs in the region. <\/p>\n
4.2.3 Shaping the Society <\/p>\n
The third objective will be to develop world leaders by providing education programs that are in line with the current and future needs of the UAE and the World. The strategic objective strengthens the achievement of KU’s vision because it is aligned with the desire to shape society by producing responsible world leaders (Aleixo et al., 2018). Additionally, it will be achieved by developing human resources through rigorous, competent and comprehensive graduate and undergraduate programs that support the development of personal skills and empowerment of the learners to promote their growth into world leaders in all fields. <\/p>\n
4.2.4 Innovation and Leading Transformation <\/p>\n
The university seeks to conduct preeminent research that contributes to solutions for challenges critical to UAE and the world. Also, this will be achieved by building on techniques that promote collaboration in research capabilities in addressing the national problems of literacy, climate change, agriculture, technological development and community health problems and providing practical action steps relevant to the setbacks. Also, it will ensure that research productivity is directly impactful to the nation’s existing industries and economic development (Han et al., 2018). This will also align with supporting the United Nation’s Sustainable Development Goals that seek to make a better future by 2030. <\/p>\n
The United Nations’ Sustainable Development Goals are an aspirational plan to make the world a better, more equitable place for future generations. Poverty, inequality, energy issues, water scarcity, food insecurity, climate change, environmental degradation, peace, and justice are some worldwide issues they tackle (Limani et al., 2019). Khalifa University will be dedicated to assisting in realising the goals nationwide, regionally, and worldwide. The SDG framework supports all three of these objectives\u2014social peace, economic growth, and ecological stability. Universities play a crucial role in achieving the SDGs because of the importance of education, research, and Innovation to sustainable development.<\/p>\n
Khalifa University of Science and Technology will seek to improve students’ health and well-being through its administration, counselling services, knowledge networks, and various health promotion initiatives. Additionally, it will enact legislation to prevent mentally hazardous working circumstances (Klofsten et al., 2019). According to KU’s research, employee engagement and morale increase when companies encourage open communication about concerns and when disciplinary actions are handled honestly and objectively (Limani et al., 2019). To that end, KU has implemented a number of channels via which employees can have their concerns heard and addressed to create a positive and fruitful work environment for everybody. <\/p>\n
4.3 Implementation Plan for the Strategic Goals <\/p>\n
Strategic Objective <\/p>\n
Action Items <\/p>\n
Human and Physical Resources <\/p>\n
Timeline <\/p>\n
Evaluation and Performance Indicators <\/p>\n
Excellence<\/p>\n
-Develop high-quality and multidisciplinary academic programs. <\/p>\n
-Attract top-notch regional and global faculty members (rolling out contracts and start-ups)<\/p>\n
-Admission of high-quality and committed students that promotes diversity and a unique university experience.<\/p>\n
-Support students by offering scholarships and aid to fund their education. <\/p>\n
-Develop research programs aligned with the national Research Strategy and UNSDGs. <\/p>\n
-Strategic partnerships with other bodies. <\/p>\n
-Research facilities <\/p>\n
-Student support <\/p>\n
-UAE national research fund.<\/p>\n
– Commercialization of technology and transfer units. <\/p>\n
-Scholarships and financial aid. <\/p>\n
3-5 years<\/p>\n
-Assessment of application growth rates (5% increase per year.)<\/p>\n
-Acceptance rate at 20%<\/p>\n
-Accreditation of local, regional and international professional degrees. <\/p>\n
-Assessing the number of published research articles per faculty should be more than a 5% increase per year. <\/p>\n
-Percentage of faculty members and student turnover. <\/p>\n
-Student scores in standardized tests and average GPA of >3.3 per graduating student. <\/p>\n
-Student diversity with more than 40% from other regions. <\/p>\n
-Faculty-to-student ratio maintain below 1:6.<\/p>\n
-Percentage of joint research publications. (>30%). <\/p>\n
-Number of students enrolling with scholarships and financial aid. <\/p>\n
Shaping society <\/p>\n
-Develop and improve recruitment of students from diverse cultures <\/p>\n
-Empowering student leadership skills by creating student government. <\/p>\n
Effective student mentorship programs, <\/p>\n
Encourage healthy relationships between university staff and the student community. <\/p>\n
-Developing faculty and research team members<\/p>\n
-Supporting national and international stakeholders through academic expertise<\/p>\n
-Work with local and regional communities to encourage the pursuit for postgraduate programs, <\/p>\n
-Attract regional students who are committed to fulfilling their dreams. <\/p>\n
-Promote lifelong learning and constant career development. <\/p>\n
-Support STEAM disciplines and science career opportunities in UAE. <\/p>\n
-Career development specialists and services, <\/p>\n
-Internship chances and intervarsity exchange programs,<\/p>\n
-Undergraduate feeder programs, <\/p>\n
-Expertise and resources to hold workshops, conferences that support research commitment, <\/p>\n
-Active partnerships<\/p>\n
-Outreach and student recruitment. <\/p>\n
-Scholarships and financial aid, <\/p>\n
-Collaboration with stakeholders. <\/p>\n
Lifelong <\/p>\n
-Graduation rates among student leaders, <\/p>\n
-Employment of KU graduates, <\/p>\n
-Ku graduates\u2019 Employee satisfaction<\/p>\n
-Research projects have been conducted in collaboration with local and regional industries. <\/p>\n
-Internships offered to KU students before graduation<\/p>\n
-Number of working students<\/p>\n
-Number of implemented student and executive education programs. <\/p>\n
-Assessment of the number of national, regional and world leaders who graduated from the university per year. <\/p>\n
Collaboration and Synergy <\/p>\n
-The university seeks to leverage collaborations with partners and organizations that ensure a high-quality education atmosphere through the following activities:<\/p>\n
-Driving further collaboration with other universities to promote the quality of academic degrees,<\/p>\n
-Optimizing human and physical assets in the university and UAE, <\/p>\n
-Utilize the expertise of the university to support government agencies and civil society in research, <\/p>\n
-Active engagement in national policies and research strategies, <\/p>\n
-Joint faculty appointments within the academic community, <\/p>\n
-Performing joint research projects with other campuses and organizations. <\/p>\n
-Commitment of faculty members among universities that support partnerships, <\/p>\n
-Effective shared services model,<\/p>\n
-Dedicated stakeholders,<\/p>\n
-UAE research support fund, <\/p>\n
-Committed students open to exploration of world opportunities. <\/p>\n
-Research facilities <\/p>\n
-Scholarships and financial aid, <\/p>\n
-Support by the UN and World Bank through grants and donations. <\/p>\n
Until 2030<\/p>\n
-Evaluating the number of KU programs supported by local and regional partners (>3 per year)<\/p>\n
-Service level agreement contracts with partners made per year, <\/p>\n
-Number of appointments with academic partners within the Education community, <\/p>\n
-Students’ engagement in project execution and consultation, <\/p>\n
-Engagement of students in the higher education programs and pursuit of supported research projects<\/p>\n
Innovation <\/p>\n
-Conducting impactful research that provides the relevant solution to global challenges. <\/p>\n
-Development of research strategies that capitalize on the current resources and partners and engage with newer collaborators, <\/p>\n
-Supporting students in their pursuit to design projects and demonstrate ideas. <\/p>\n
-Financial support of partners and researchers within the university, <\/p>\n
-Inspiring and supporting student entrepreneurship spirit through financial support and proper mentorship programs, <\/p>\n
-Hosting events and forums that allow stakeholders and students to interact and share information, <\/p>\n
-Encourage partnerships with other students to allow them to learn from each other, <\/p>\n
-Rewarding students for their creativity, innovativeness and intelligence in creating projects. <\/p>\n
-Focus on academic programs that foster entrepreneurship and innovation opportunities for educators and students. <\/p>\n
-Support student participation in entrepreneurial activities within and outside the university. <\/p>\n
-Creating equal employment opportunities for workers<\/p>\n
-Supporting gender parity in the student body and the workforce, <\/p>\n
-Supporting research institutes and expansion of research centres in the university. <\/p>\n
-Establishing a centre for space technology and Innovation within the university that promotes and inspires space science and technology initiatives. <\/p>\n
-Established research institutes within the university<\/p>\n
-Presence of other research infrastructure,<\/p>\n
-Active partnerships with financial supporters<\/p>\n
-Governmental research support <\/p>\n
-Commitment to workforce and student body<\/p>\n
-Financial aid and scholarships that ensure there are sustainable funding sources<\/p>\n
-An active research eco-system within UAE, <\/p>\n
-Credible academic policies, <\/p>\n
-Presence of intervarsity innovation center<\/p>\n
-These actions will continue lifelong but will be reviewed in 2030 and every subsequent six years to adjust them to current global challenges<\/p>\n
The performance-evaluating tools include;<\/p>\n
-National and international conference presentations by KU students per year<\/p>\n
-Research-based collaboration with education stakeholders and research institutes, <\/p>\n
-Percentage of research funding from external sources (more than 30% per year), <\/p>\n
-Number of peer-reviewed publications in global journals per year (3-5)<\/p>\n
-Active licensing agreements with relevant stakeholders<\/p>\n
-Review of the current academic programs and their relevance in the global market, <\/p>\n
-Number of students supported for participating in entrepreneurship activities. <\/p>\n
4.5 Conclusion<\/p>\n
The purpose of the recommended strategic objectives is to establish Khalifa University as a leading academic centre on a global scale. To aid the university in pursuing its vision, the recommended strategic objectives will include short-term and long-term goals. The goals serve as a guide for a variety of other measures, including the concentration of employees and students, the management of human resources, the building of necessary infrastructure, and participation in appropriate organizations. Excellence in education and research, as measured by external acknowledgement, shall be KU’s first strategic objective. The second objective is to provide a world-class research and learning environment to benefit UAE’s economy, society, and government through genuine partnerships and collaboration with other institutions. The third strategic objective is Shaping society by preparing future leaders for the UAE and the world by offering courses that address pressing issues of the day. The university’s fourth objective will be Innovation which is performing world-class research that advances knowledge and helps address pressing problems in the United Arab Emirates and around the globe.<\/p>\n
References<\/p>\n
Apkarian, N., & Rasmussen, C. (2021). Instructional leadership structures across five university departments.\u00a0Higher Education,\u00a081(4), 865-887.<\/p>\n
Eva, N., Sendjaya, S., Prajogo, D., & Madison, K. (2021). Does organizational structure render leadership unnecessary? Configurations of formalization and centralization as a substitute and neutralizer of servant leadership.\u00a0Journal of Business Research,\u00a0129, 43-56.<\/p>\n
Kouzes, J. M., & Posner, B. Z. (2018).\u00a0The student leadership challenge: Five practices for becoming an exemplary leader. John Wiley & Sons, 45-112. <\/p>\n
Madi, S. A., El Talla, S. A., Abu-Naser, S. S., & Al Shobaki, M. J. (2018). The Organizational Structure and its Impact on the Pattern of Leadership in Palestinian Universities.<\/p>\n
Gilal, F. G., Ashraf, Z., Gilal, N. G., Gilal, R. G., & Channa, N. A. (2019). Promoting environmental performance through green human resource management practices in higher education institutions: A moderated mediation model.\u00a0Corporate Social Responsibility and Environmental Management,\u00a026(6), 1579-1590.<\/p>\n
Kooli, C., & Abadi, R. (2022). Could education quality audits enhance higher education institutions’ human resources management processes?\u00a0Vision,\u00a026(4), 482\u2013490.<\/p>\n
Naeem, A., Mirza, N. H., Ayyub, R. M., & Lodhi, R. N. (2019). HRM practices and faculty’s knowledge sharing behaviour: mediation of affective commitment and affect-based trust. Studies in Higher Education,\u00a044(3), 499-512.<\/p>\n
Waheed, A., Abbas, Q., & Malik, O. F. (2018). \u2018Perceptions of performance appraisal quality and innovative employee behaviour: do psychological empowerment and ‘perceptions of HRM system strength\u2019 matter?\u00a0Behavioral sciences,\u00a08(12), 114.<\/p>\n
Albornoz, N. (2021). The Intangibles of Teacher Education in the UAE. Teacher Training and Education in the GCC: Unpacking the Complexities and Challenges of Internationalizing Educational Contexts, p. 111.<\/p>\n
Leiber, T., Stensaker, B., & Harvey, L. C. (2018). Bridging theory and practice of impact evaluation of quality management in higher education institutions: a SWOT analysis.\u00a0European Journal of Higher Education,\u00a08(3), 351-365.<\/p>\n
Ricci, S., Janet, V., Parker, S., Jerabek, J., Hajny, J., Chatzopoulou, A., & Badonnel, R. (2021, August). PESTLE Analysis of Cybersecurity Education. In The 16th International Conference on Availability, Reliability and Security (pp. 1\u20138).<\/p>\n
Aleixo, A. M., Leal, S., & Azeiteiro, U. M. (2018). Conceptualization of sustainable higher education institutions, roles, barriers, and challenges for sustainability: An exploratory study in Portugal.\u00a0Journal of cleaner production,\u00a0172, 1664-1673.<\/p>\n
Han, C. W., Farruggia, S. P., & Solomon, B. J. (2018). Latent profiling university students’ learning strategies and effects on academic performance and retention. Higher Education Research & Development,\u00a037(7), 1409-1423.<\/p>\n
Holmes, L., Cresswell, K., Williams, S., Parsons, S., Keane, A., Wilson, C., … & Starling, B. (2019). Innovating public engagement and patient involvement through strategic collaboration and practice.\u00a0Research involvement and engagement,\u00a05(1), 1\u201312.<\/p>\n
Klofsten, M., Fayolle, A., Guerrero, M., Mian, S., Urbano, D., & Wright, M. (2019). The entrepreneurial university as the driver for economic growth and social Change-Key strategic challenges. Technological Forecasting and Social Change,\u00a0pp. 141, 149\u2013158.<\/p>\n
Limani, Y., Hajrizi, E., Stapleton, L., & Retkoceri, M. (2019). Digital transformation readiness in higher education institutions (HEI): The case of Kosovo.\u00a0IFAC-PapersOnLine,\u00a052(25), 52-57.<\/p>\n
Appendix<\/p>\n
Fig 1: Proposed Leadership Structure for Khalifa University<\/p>\n","protected":false},"excerpt":{"rendered":"
5 Student 1: Proposed Leadership Structure for Khalifa University By Table of Contents STUDENT ONE 5 1.1 Introduction 5 1.2 Proposed Leadership Structure for Khalifa University 5 1.3 Composition and Responsibilities of Governing (Regents) Board 6 1.4 The Roles of the President 6 1.5 Roles of the Provost 7 1.6 Roles of the Deans 7 […]<\/p>\n","protected":false},"author":1,"featured_media":0,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[1],"tags":[10],"class_list":["post-106800","post","type-post","status-publish","format-standard","hentry","category-research-paper-writing","tag-writing"],"_links":{"self":[{"href":"https:\/\/papersspot.com\/blog\/wp-json\/wp\/v2\/posts\/106800","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/papersspot.com\/blog\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/papersspot.com\/blog\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/papersspot.com\/blog\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/papersspot.com\/blog\/wp-json\/wp\/v2\/comments?post=106800"}],"version-history":[{"count":0,"href":"https:\/\/papersspot.com\/blog\/wp-json\/wp\/v2\/posts\/106800\/revisions"}],"wp:attachment":[{"href":"https:\/\/papersspot.com\/blog\/wp-json\/wp\/v2\/media?parent=106800"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/papersspot.com\/blog\/wp-json\/wp\/v2\/categories?post=106800"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/papersspot.com\/blog\/wp-json\/wp\/v2\/tags?post=106800"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}