RESEARCH ON HIGHER EDUCATION ADMINISTRATION.

JOASSIN, S. (2018-), Higher Education Administration. (French version).

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I will add my academic research and scientific articles on Higher Education Administration to this section.

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© Simon Joassin.

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Higher education administration may suffer from a lack of concepts. Early writers on educational administration, such as Gray (1991) and McMurty (1991), argued for the need to create specific concepts related to higher education.

 

Higher Education Administration is still inchoate.

 

Helmsley-Brown (1999) undertook scientific research to understand university choices and concluded that students rely on the information from the universities to justify their choices and announce their decisions to others.

 

Maringe (2003) concluded that the Higher Education Administration was ill-conceived even at the highest levels of University administration and that there was a disturbingly uncritical acceptance of the centrality of administration as a key aspect of how Universities worked. In addition, he concluded that the growth of higher education administration was seriously threatened by a range of factors.

 

Higher education is an important part of societal progress. Universities need to embrace managerial concepts as an integral part of their progress.

 

Higher education should never be commoditized. It is a process of interaction between the learner, the material of learning, the instructors, and the variety of resources used to aid the learning process. Higher education administration is specific. We need to create and have specific concepts. Higher education administration is related to the exchange and delivery of value between those involved in the educational service and those seeking to benefit from it. Higher education administration is a process of building relationships based on trust and aimed at empowering individuals of higher education.

 

Maringe (2005) suggests that the current University administration lacks coherent concepts, is not well organized and coordinated, is largely responsive rather than strategic, and its realization lacks formal operational guidelines.

 

Students’ services

 

Higher education needs a managerial orientation and service quality.

 

Given the higher education market and its dynamics, Universities have to be oriented to the current and future needs of our society.

 

The contemporary market, characterized by numerous and dynamic changes, requires that all Universities create capacities for quick and flexible reactions to survive.

 

Beneficiaries of the University's service are constantly testing and evaluating its quality.

 

The higher education administration must respect strict rules and quality.

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Research shows that managerial efforts are critically important to their institutions’ future. All Universities should be responsible for managerial actions and respectful attitudes.

 

Buell (1986) noted that many Universities had begun hiring Growth Managers, and Mackey (1994) suggested that Universities have begun using many managerial concepts. Schwartz (1993) and Rogers (1998) have described the efforts of some leading Universities to market themselves using a variety of concepts.

 

However, higher education administration is still far from being efficient.

 

Hollander and Germain (1989) have shown a divergence between European and American Universities.

 

Higher education administration must be seen as the most important aspect of Universities.

 

The goal of higher education administration should be to match the right University with the right students.

 

Shanklin and Burdenski (1989) suggest that sophisticated managerial techniques have become prevalent since Universities are in a competitive market.

 

There is still a great deal of discussion. Current managerial techniques are not optimal for Universities. We need to create specific concepts for Universities.

Research shows that current Higher Education administration concepts are not efficient for Universities.

 

• Higher Education Administration is essential to their institution.

• Responsibility for good Higher Education Administration.

• Coordination of the actions of the Higher Education Administration.

 

Research shows that individuals believe their University’s administration efforts are critically important to the future of their institution.

 

Universities today are embarking on a revolution. Better modes of operation and administration are mandatory.

 

Unfortunately, there is a lack of understanding of all the tools of the Higher Education Administration and how they can be combined into a global program.

 

We need to give Universities a better understanding of the value of Higher Education Administration to encourage them to make Higher Education a formal and ongoing part of their administrative activities.

 

A University has many markets; students, alumni, governing bodies, academics, researchers, national agencies, leaders, media, etc.

 

Higher Education Administrators must do some research.

 

How can Universities improve their programs and create new ones if they have no information on societal needs, interests, desires, hopes, and aspirations? Research must be done continuously with a long-term vision.

 

A University must be society-oriented. One of its greatest responsibilities is quality.

 

We must create coherent concepts for the students and their campus to coordinate activities and give successful and efficient activities.

 

Higher Education Administration is often neglected, misunderstood, and mismanaged.

 

Higher Education Administrators must turn their attention to quality.

 

Higher Education Administration: a challenge

 

• Broad intellectual progress.

• Specialization in courses.

• Selective progress of intellect.

• Elite vision vs. market values.

• Open access on merit vs. control of curriculum.

• Central cognitive institution.

 

Higher Education Administration must create a combination of a traditional and creative vision.

 

Higher Education Administration helps Universities to be consistent with the concept of equality, wider access, and quality.

 

The composition of students is set to change with an increased number of adult learners. This has a major impact on education. And Higher Education Administration must consider this change.

 

Higher education becomes inclusive and not exclusive. If this idea of quality is linked with the mission, then we can have real equality and quality.

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Universities have missions. Universities must improve some abilities like critical thinking and reasoning, not only help individuals get a job.

 

Higher Education Administration is not a marketization of Higher Education.

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Higher Education Administration focuses on the following aspects:

 

• Individuals exchange to acquire the benefits of specialized competencies in the form of growth in knowledge and abilities.

• Individuals are involved with the services. The emphasis is on working together with students to create life-long learning.

• Co-create value in the form of a quality relationship with the students in learning.

• Personal growth through life-long learning.

• Measure personal growth through life-long learning.

• Temporal orientation: future and long-term.

 

We need to have a combination between intellectual growth and job-related considerations.

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Higher Education Administrators must respect intellectual progress and important values. They must know the psychological needs and processes related to their educational needs.

 

An educational ecosystem must stimulate progress through the presentation of resolvable but genuine problems.

 

The Higher Education Administration must understand lifelong learning and personal growth, not credentialing.

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Higher Education Administration must consider embracing multi-dimensional conceptualizations of the University's efficiency, including intellectual changes, values, and progress.

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The Strategic Issue in Higher Education Administration

 

Some factors

 

• Academic advising effectiveness.

• Campus climate.

• Campus life.

• Campus services.

• Instructional effectiveness.

• Concern for the individual.

• Recruitment.

• Registration effectiveness.

• Safety and security.

• Service excellence.

• Student centeredness.

The managerial and communications administration will help the university achieve its mission.

 

To strengthen the power of the University brand, nationally and internally, by celebrating its distinctiveness and mobilizing staff, students, alumni, and other key stakeholders.

 

The managerial and communications team must use administrative and strategic communications to establish the university as one of the top international brands. The team uses an agreed set of KPIs to measure the results of this mission.

 

The University brand gains a competitive advantage by being distinctive, better, different, or bigger than others.

 

The critical audience and stakeholder groups are the students, the general public, the international academic community, the staff, and the media.

 

Universities are international, world-class, research-intensive, engaging, and excellent.

 

The university must convince the audiences of the activities' impact and the services' benefits rather than just describing what the university does.

 

University research solves some of the world’s biggest problems, gives business solutions for organizations of all types, and brings inventions to the commercial world.

 

The university must make a good change in individuals' lives.

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The university is a source of groundbreaking research and educational excellence.

 

The reputation of the university is also linked to the city.

 

Building on these strengths and addressing these challenges will require a budget for targeted, objective-driven communications campaigns.

 

A greater focus on the managerial and communications efforts can help the university achieve its mission, but the team needs to prioritize emerging concepts.

 

Distinctiveness – the university must deliver messages that convey where the university is demonstrably better, different, or more significant.

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Individuals – The University should have fantastic ambassadors.

 

Internationalization – the international strategy provides a unique way to enhance the university's international reputation.

 

New learning methods – The university is committed to offering new teaching methods, including distance and blended learning. Promoting these programs requires new ways of working with the administration and communications team.

 

The Universities must have an effective administration and communications team. The Higher Education landscape is changing, and Universities must be distinctive and competitive in a fast-moving global market.

 

A University must deliver integrated campaigns, set objectives, and undertake audience research before creating content and selecting delivery channels. Indicators will be necessary at every stage of a project.

 

Storytelling and visual imagery will improve communications from factual to emotional and engaging. Fact-based content can establish distinctiveness, but stirring emotions via human-interest stories can help create strong bonds with the University brand.

A University should create a digital-first vision for communications.

 

Communication is a vital part of the administration. Administration in most other organizations is used to establish and enhance relationships with stakeholders so that the university addresses its needs in a way that helps to meet its objectives.

 

Each of the components of the managerial concepts is crucial to the success of an organization. Those components must be coherent with higher education.

 

Staff, students, and alumni have the most significant potential to communicate all that’s good.

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Because the sector gets competitive and research becomes global, the Universities are investing heavily in administration and communications.

Reputation

 

• Reputational survey.

• US News Global.

• QS World University Rankings.

• Staff – satisfaction with the university's communications.

• Students – satisfaction with the university's communications.

• Alumni – satisfaction with the university's communications.

 

Media

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• The volume of national print and broadcast media coverage (number of stories).

• Social media (Facebook likes and Twitter followers).

• Social media referrals to the website.

• The number of unique website users.

 

World-class research

 

• Deliver enhanced research communications to demonstrate the distinctiveness, the benefits, the interdisciplinarity, and the collaborations.

 

Learning and student experience

 

• Create a named package to communicate the University-wide offers available to all students here.

• Distance learning expansion.

 

Social responsibility

 

• Deliver enhanced communications highlighting the social responsibility features of all the university's activities. (Ethical Administration).

 

International reputation

 

• Promote the multinational credentials of the university internally (diversity of international staff, students, alumni, number of staff research, number of staff working on international collaborative research).

 

Better quality

 

• Deliver a training program to equip staff to become ambassadors for the University brand.

• Have a digital community for staff and students.

• Create brand ambassadors worldwide through enhanced communications and grow the number of top-level alumni influencers.

• Build a virtual social media hub by bringing quality from leading higher education administrators to coordinate activity and share content, knowledge, abilities, and best practices.

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Digital and social media

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Universities are challenged to be creative. Universities should be innovative in attracting students/researchers using digital and social media.

 

They have to embrace digital and social media to realize their target market and stay connected with them.

 

Universities must market their programs and give information.

 

Technological progress helps Universities capitalize on the use of digital and social media.

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The goal is to manage the social presence of the university and gain an audience.

 

Social media is vital to a University's recruiting and managerial functions, which can directly correlate to the success and influence of educational policies.

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Social networking can offer an effective method of recruiting international students.

 

University staff needs to like new managerial techniques.

 

The competitiveness of the diverse higher education sector sees Universities increasingly reliant on the administration to position themselves within their main stakeholder groups.

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The university becomes responsive to the needs of the students, researchers, and other stakeholders.

 

Important factors

 

• Location.

• Program quality.

• Image and reputation of the university.

• Study costs.

 

The ecosystem is characterized by broadening the boundaries of knowledge, shortening the knowledge life cycle, and emerging new knowledge.

 

There is growing competition between Universities.

 

Beneficiaries of the education service are constantly testing and evaluating its quality. Quality is important.

 

Economic and cultural globalization has created new challenges for higher education since it requires global openness.

 

To create a competitive market position for a university, it is necessary that the university has managerial concepts and develops its strategy and activities.

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Higher education has become increasingly important in terms of economic and social progress. 

 

The labor market requires progress in academic programs to meet the changing needs of the labor market, and laws and regulations are being adjusted to fit international rules better.

 

International certifications and recognitions are becoming essential for quality assurance in higher education institutions.

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Knowledge is treated as the critical factor of economic growth and the ability to create and follow new technological progress. It is crucial to have coherent managerial and communications concepts. Universities must work with the best administrators.

 

Quality is the critical factor.

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Quality of higher education is a dynamic category based on the aspiration for constant progress.

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The challenges in higher education today are decreasing quality due to inadequate models of teaching process evaluation, insufficient quality control mechanisms, devaluation of the liberal model of education, commercialization of scientific projects, etc. All these challenges put increasing pressure on Universities and simultaneously create a favorable ecosystem for transforming higher education institutions from faculty-centered into market-driven organizations. From this fact arises the need for new concepts in higher education institutions.

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Administration in higher education institutions based on integrated managerial concepts of the business sector helps them face the challenges of the changes in the ecosystem by creating a learning ecosystem that is customized to satisfy the needs of the customers and the labor market.

 

The process of higher education is seen as an exchange process where institutions offer knowledge, abilities, and other benefits to their customers by using resources, and in return, they receive tuition fees, time, donations, and energy from their stakeholders (students, funders, labor market).

 

Students today look for value-added: better service, program quality, and value for money.

 

Let's consider that the central goal of higher education institutions is to deliver high-quality services. All stakeholders must cooperate in creating those services, which are open spaces for the administration of customer relationships.

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The higher education sector requires new concepts. It is necessary to create an administration for higher education institutions.

 

Factors – KPIs

 

• Good organization of studying.

• Acquired knowledge.

• High level of acquired knowledge.

• Acquired knowledge is socially necessary.

• High program quality.

• Acquired knowledge enables personal growth.

• Adequate resources (library, IT, etc.).

• High quality of work of teaching staff.

• High quality of work by non-teaching staff.

• Good knowledge and capabilities of teaching staff.

• Good knowledge and capabilities of non-teaching staff.

• The credibility of teaching staff and non-teaching staff.

• Good organization of schedule.

• Good organization of opening hours.

• The excellent reputation of the institution.

 

A great help could be creating an efficient administration and communications service. This service should provide constant market research, take care of efficient communication with all institution stakeholders, organize promotional activities, and work on internal administration in the institution, which would improve cooperation between services and teaching and non-teaching staff and students.

 

There are several factors to take into account that impact the choice of a university and an academic program.

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Factors

 

• Academic program.

• Professional self-identification.

• The contact audience: individuals who influence the decisions.

• Personal characteristics of a future student (preferences, needs, aptitude, self-confidence).

• Residence.

• Mass media.

• The professional experience.

• The material and technical base of a University.

• The form of education.

• Getting a good education.

• Availability of a specific academic program.

• Coverage in media.

• Etc.

 

The administration is an integral part of any recruitment activity.

 

Reinforce the university's image as:

 

• An institution of academic excellence.

• A University where the student is the center of the universe.

 

Target groups

 

• First-time freshmen.

• Community college transfers.

• Graduate students.

• Non-traditional students.

• Diverse student body.

 

Each of these groups requires its managerial concept based on the following assumptions:

 

• First-time freshmen rarely select a University for a particular major or program. They are attracted by image, reputation, cost, campus location, campus life, etc.

• On the other hand, community college transfers and graduates have a reason for selecting a University: career, programs, convenience, etc.

• Graduate students have a clear career goal and seek an institution for the strength of specific graduate programs and their reputation.

• Non-traditional students are interested in quality and offers.

• The diverse student body is a broad category that includes students from other countries. The emphasis should be on showing that the university values cultural diversity and is responsive to the specific needs of its students.

 

Concentrate on promoting a small number of academic programs selected based on these considerations:

 

• Quality and reputation.

• High demand.

• Flexibility (online, evening, weekend courses).

 

Considerations of insufficient capacity should not drive the choice of programs. Some programs may not be able to absorb additional students, but they create a halo effect that makes the university attractive as a whole.

 

Package online, evening, and weekend courses as flexible curricula and promote them to non-traditional and non-local students.

 

Statistics can be collected from several sources: the National Center for Education Statistics, national associations, satisfaction surveys, and advertising budgets from comparable Universities.

 

• Campus visit.

• Website.

• High school visit.

• Faculty contact.

• Current students.

• College admissions staff.

• Catalogs, viewbooks.

• Graduates of school.

• Rankings.

• A guidance counselor or teacher.

• General feel of university.

• Online campus tour.

• Library resources.

• Campus safety.

There are essential changes in the higher education ecosystem both internationally and locally.

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If higher education institutions understand the landscape in which they operate, they can begin to serve the market effectively and efficiently with their managerial strategy.

 

Being administration-oriented requires that Universities know.

 

The need for Higher Education Administration is obvious.

 

To survive and create a sustainable competitive advantage in a changing higher education ecosystem, higher education institutions should satisfy the needs of their customers by adding value.

 

Universities should give additional benefits to their customers than competitors if they want to stay competitive.

 

In the competitive ecosystem in which universities operate, enhanced customer satisfaction may be one of how universities can create and sustain a competitive advantage. This can be achieved with the practical realization of managerial concepts.

 

Higher Education administration can give an understanding of customers' needs and ensure that higher education institutions address the needs efficiently and comprehensively. Universities need to set managerial objectives.

 

The first aim of administration is to satisfy customers' needs; it involves a cluster of activities such as service creativity, progress, advertising, selling, and how the service is acquired and used by the customer.

 

Effective administration requires a University to identify its target audiences, understand them, and communicate with them as directly and interactively as possible. The administration is the proactive administration of the relationship between a University and its various markets using the concepts of Higher Education Administration.

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The consumer must be continually monitored and measured to keep the University ahead of competitors.

 

The top administration must integrate all the strategy components into a strategy based on knowledge of consumer behavior.

 

The University needs

 

• The top administration is actively involved in giving institutional administration leadership.

• A managerial process is integrated to reflect, recognize, and involve all institutional stakeholders.

• Managerial strategies that are well distributed among top institutional officers.

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The current problems

 

• A conflict between management and academic interest. There is a split in the responsibility for dealing with customers between services and a University’s central administrative function.

• The lack of a strategy. Courses are sometimes established and maintained for the status of the service rather than where there is clear evidence of economic viability or long-term demand.

• The diversity of the administration activity. The administration is conducted by various individuals, such as the admissions officers, marketing officers, school liaison officers, research officers, and faculties, making coordination tricky.

• Academic value. Some Universities still perceive administration as incompatible with their education mission – there is a need to create specific administration for Universities.

• Students do not obtain ownership. Students usually derive value from an academic program.

• Students as part of the academic program. Students are such an essential service delivery component that it is added to the service organizations' strategy.

 

Universities should evaluate their academic programs when considering changes.

 

• Firstly, cost is determined by determining the amount of revenue needed.

• Secondly, students demand, emphasizing that the customer always makes the decision.

• Thirdly, competition, as institutions have to weigh their value and establish their price relative to their competitors, the other Universities.

 

University progress – horizontal and vertical integration.

Higher Education Administration is changing so quickly around the world. We need a central association to gather surveys, information, and best practices.

 

• A national agency should actively market universities and work on higher education administration.

• The university’s managerial strategy should promote itself internationally.

• We should create an organization that helps Universities in their managerial efforts.

• Training on higher education administration.

• Seminars and conferences on higher education administration.

• Who does the administration at the university?

• What are their titles?

• Which functions do we need?

• How were they trained?

• Do they undertake ongoing training?

• Do they work with other managers?

• What are the motivating factors?

• What is the budget allocated to the administration?

• What are the most effective strategies in higher education administration?

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Higher Education Administration is relatively challenging due to the unique characteristics of services and the dominance of credence qualities.

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Universities have three leading roles: education, research, and societal contribution.

 

There are services that the universities offer that are greater than the teaching and learning process, which individuals are sometimes unaware of.

 

Intense competition in today’s competitive educational market forces universities to have a market orientation strategy.

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Universities give considerable value to individuals' and countries' economies.

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Students are not buying degrees, but the benefit that a degree can give in terms of status or lifestyle.

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The suitability of the academic program, the international recognition, and the availability of scholarships or financial aid might influence the decisions.

 

Research shows that most universities face challenges communicating information to the targeted audiences. The problem is to show the services to the audiences. Individuals check what programs the university offers.

 

Universities are critical economic, political, social, and cultural institutions.

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A University is the community's cultural, intellectual, and economic resource.​

 

We must not consider students as customers and a University as a company. A specific Higher Education Administration must be created.

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The university has begun to hire Chief Marketing Officers (CMO) and Business Growth Managers (BGM) and make brand creation and campaigns a core function of the university.

 

Strategies for Higher Education Administration​

 

The higher education space is one of the most challenging industries.

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The best stories are those told directly by current students, adding to the personal brand factor.

 

• Online live chat feature.

• Create a welcome package.

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When it comes to strategies for education administration, things move quickly. Education managers must work hard to stay ahead of the curve.

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• Think mobile-first.

• Choose the right social media platforms.

• Build a consistent university brand.

• Answer key questions.

• Centralize administration.

• Optimize email campaigns.

 

Key Higher Education Administration trends

 

• Influencers.

• Augmented reality.

• Livestreaming.

• Content creation.

• Website.

• Email marketing.

• Social media.

• PR.

 

Education managers must communicate the value of a University, an intellectual and personal transformation.

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Many Universities work with OPMs (Online Program Managers) to create an online learning ecosystem to recruit students.

 

Inbound marketing for Universities in the process of building a brand and recruiting students. Inbound marketing focuses on creating value.

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Hire a higher education manager.

 

• He will understand the university’s strengths.

• He delivers consistency according to brand identity guidelines.

• He knows what works.

• He creates capacity.

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The important concepts

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• Managing uncertainty in HE administration.

• Wellbeing in HE.

• Student-debt.

• HE Administration ethics.

• HE green administration.

• Conscious branding in HE.

• The impact of the student consumer.

• Listen to students.

• Be authentic.

• Engage with your audience.

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A University must make students understand the benefits of higher education.

 

• Branding.

• Admissions.

• Internal communication for students, faculty, and staff.

• Alumni.

• Get feedback.

• Take risks.

• Be distinctive.

• Stand for something.

• Be wise.

The Higher Education sector is facing massive changes and transformations like our global society.

 

One essential dimension of the transformation of higher Education is automation – the automation economy – a concept that some scientists have sometimes called the fourth industrial revolution. The idea of making rights decisions is very new, even too new.

 

Those changes and transformations mean we must ask ourselves some essential questions.

 

Lifelong learning, qualitative intelligence, creativity, and curiosity will be the most critical factors in this automation economy.

 

Information transfer is no longer the sole purview of Higher Education institutions. Information is everywhere. Nations must adapt their Higher Education institutions. Higher Education is already changing as a result of the fast-shifting global economy.

 

There is the digitalization of everything.

 

Cyber-physical systems (CPSs) are physical and engineered systems whose operations are monitored, coordinated, controlled, and integrated by a computing and communication core. The progress of artificial intelligence means the automation of many current jobs. Research shows the number of automation of some jobs by countries. It means that all jobs will be changed. Those changes mean that Higher Education institutions will have to have new goals like cognitive flexibility, lifelong learning, qualitative intelligence, and creativity.

 

Higher education institutions must change to be coherent thinkers for the coming years.

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A lot of educational systems are not suited for the automation economy.

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The changes in Higher Education have been slow and inadequate, but some are trying to adapt.

 

Traditional, undergraduate, graduate, and research education is not enough; it will remain important to society, but space must be made for adult learners to continue their learning.

 

We must all keep learning. Education needs to emphasize cognitive agility.

 

Information transfer through the traditional lecture and test format does not get us up very high in the cognitive capacity ranks of higher-order thinking. Creativity is the key.

 

But we must know what it means and the process of coherent creativity.

 

To create these abilities, we must make some changes. Higher Education institutions must have a student-centered and individualized way of working. Education is efficient when learners conduct research, allowing them to improve their creativity.

 

Liberal arts education, cognitive flexibility, and the habits of mind that allow for lifelong learning are essential – the ability to learn new skills, understand and accept new ways of learning, and cope with changes.

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There are new ethical dimensions that we must consider (Ethical Administration).

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Individuals who have abilities for one job in their life no longer make sense.

 

We need genuinely global citizens motivated to act on the world stage with a sense of justice and humanity.

 

Higher Education institutions need to teach values, like the notion of justice (Ethical Administration).

 

Higher Education institutions should become research-intensive.

 

The best Higher Education institutions teach individuals how to learn.

 

International student mobility (ISM) and transnational higher Education (TNHE) are emerging.

 

ISM is set to continue growing – an estimated 8 million Higher Education international students worldwide.

 

The virtual university, which describes the electronic and online delivery of educational services and activities, is claimed to be the future of Higher Education.

 

Inequality is the most significant concern associated with those changes, especially when creativity tied to techno-sciences has benefitted the rich and not the poor.

 

The concept of cognitive justice is essential and can solve inequality.

 

Higher education institutions should be merit-oriented and run by individuals with critical thinking, values, cognitive flexibility, high qualitative intelligence, coherent creativity, and curiosity.

The Higher Education sector has grown, and the number of academic libraries has also increased.

 

Higher Education is now the subject of an intense debate - mission, organization, and direction.

 

Universities are sorting themselves into new patterns of progress.

 

As Universities change and grow, so do libraries, and there has also been much discussion of the future of academic libraries.

 

The research library is seen as a terminal point in evolution rather than as one type among others.

 

We need to have a comprehensive research university. Creativity is the key to science.

 

The library was associated strongly with the collection of print materials. A good library was a big library. This model is not coherent with our society.

 

As the digital shift took hold in the 1970s and later, the print collection gradually became less central to research and learning behaviors.

 

We have seen growth and diversification of resources in the network ecosystem which gives creativity, creation, and use of information resources.

 

The library is an important component of an array of resources and services available to researchers, teachers, academics, and learners.

 

There is a growing role for the library in assisting with creating and using institutional materials, research data, open educational resources, theses and dissertations, workflows, and digitized unique materials.

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Research is increasingly team-based and cross-institutional. International collaboration is also growing.

 

The library can no longer expect learners and researchers to build their workflow around the library.

 

Library cooperation has always been very important. Groups of libraries have built union catalogs and lend materials to each other through requesting networks. Such collaboration extends to the building of shared infrastructure.

 

Changes

 

• Accessible collections.

• Collections as a service.

• Collective collections.

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There is a continuum between traditional residential programs and flexible offerings for new traditional students, including part-time, adult, and distance learners.

Improving the quality of education is a priority for many countries.

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• There are no barriers that block creativity.

• There are no barriers that judge institutions based on their inputs, such as seat time, credit hours, and student-faculty ratios.

• Increasing quality.

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Recognize the continued importance of research institutions.

 

Education for the future with the research on cognitive neuroscience.

 

Global society is changing because of the shifts in technological capacity. Higher education must change with it.

 

Higher education institutions must be adaptive, like lifelong learning.

 

Traditional education through information transfer is no longer a viable form of education. Education through traditional institutions of Higher Education is still important, but their collaboration with industry needs to be intense.

 

The message from AI is that what makes us human is our qualitative and emotional intelligence and creativity, which will be in demand when this transition to automation is complete. Flexible minds will be the most employable in the future, as they will have cognitive agility. Creativity is the key to science.

 

The creative destruction will create new jobs and new intellectual qualities.

 

Thinking of creative ways to work is essential, and Universities are ideal entrepreneurial ecosystems.

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A large lecture theater with a teacher, in which information is transferred from the instructor to the students seated in the room, is not coherent with student learning.

 

This way of teaching does not deliver any abilities, as memorizing is not an ability needed in our current society.

 

The machines will do that for us.

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The progress of various technologies has led to the automation of many jobs. Job automation can be a positive change, at least when:

 

• Jobs are characterized by monotony, routine, and boredom.

• Jobs are full of unfavorable dangers.

• Jobs involve basic-step transactions.

• Jobs that are unwanted by individuals.

 

Even in a fully automated working ecosystem, individuals are still valuable assets.

 

Lifelong learning will no longer be reserved for the ambitious but will be a standard feature every worker requires.

 

Higher Education institutions need to hire Business Growth Managers specializing in Higher Education Administration.

 

Substantial changes to the sciences and technology curriculum will be required to allow individuals to improve their capacity in the area of AI.

 

Any training must be built according to the emerging hybrid online and in-person instruction system and efficient and a wide array of asynchronous educational resources.

 

The Future of Education report at MIT strongly emphasizes the need to leverage online courses to strengthen residential education and give courses flexibility and modularity.

 

Any effective education strategy must also include an equal consideration of the human condition and how new technologies and shifting economic power impact individuals of all socio-economic levels.

 

Individuals must be able to help our society with wisdom and abilities while building a beautiful future for everyone.

 

Graduates of any higher education institution should be capable of advancing the material culture of our future world while creating a culture that embraces technology ethically.

​

A master's degree obtained ten years ago is no longer pertinent today in our changing world.

 

That's another reason why continuous learning and lifelong learning are essential.

University administrators must deal with social media and consider how their initiatives will affect their university’s brand. Ideas and activities related to administration and branding have entered the life of Universities. Most Universities have engaged only marginally with these phenomena.

 

Higher Education institutions are specific organizations. A changing ecosystem requires organizational changes.

​

Universities must engage in new strategies to show and respect their values (Ethical Administration).

​

Top Universities work with Business Growth Managers.

 

Most Higher Education institutions have aspirations to rank at the top of international rankings.

 

This agency and system interaction process results in a few research institutions, usually in English-speaking countries.

 

The question is not to consider students as customers but to engage the Higher Education Administration's ideas to imagine new ways of learning. The managerial strategy helps to advance the educational mission of the Universities.

 

Brands are multidimensional sign systems that are ruled by convention.

 

Business Growth Managers must work with semiotics-based models.

​

Universities can contribute to the economy, they may in some cases lead to additional resources.

 

Universities have been known to invest millions in marketing and business administration. However, there is a lack of managerial concepts for the Higher Education sector. We need to have Growth Managers for the Higher Education sector.

 

Universities have relationships with industry.

 

Branding mobilizes the imagination of audiences through the values attributed to university education.

 

Universities can reduce competition by targeting some markets. A University may emphasize accessibility by arguing that it especially values access to socially disadvantaged students.

 

The administration and communication of the University brand are quite challenging.

​

Accessibility is related to equality, respect, diversity, and widening access.

​

The third mission is related to valorization and social responsibility (Ethical Administration).

​

Academic orientation is associated with research.

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Collaboration is related to networking, internationalization, mobility, and world citizens.

 

Evaluation is communicated with quality assurance, control, regulation, laws, and accountability.

 

Some Universities want to establish a centralized administration function at the university level.

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Universities are increasingly looking to build lifelong relationships with alumni and others.

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Universities can have a university brand, a brand for a faculty, a brand for an institute, a brand for a service, and a brand for an academic program. A country can also create an international brand for its higher education institutions.

 

Institutional administrators and students perceive Higher Education institutions' rankings as useful information sources and believe they signal the benefits of choosing a specific institution or program.

 

Universities must evaluate the benefits related to Higher Education institutions' rankings in branding. 

 

Marketing and branding have become a priority for Higher Education institutions. Higher Education institutions need to hire Growth Managers to create an advantage at the regional, national, and international levels.

Event administration: orientation, interactivity, self-initiation.

​

Events are a valuable asset for stakeholders and Higher Education institutions, which are increasingly utilized by the latter to reach their growth objectives.

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Higher Education institutions are often structured as decentralized units, faculties, clubs, chairs, and services that are actively pursuing not only the Higher Education institution agenda but also their objectives.

Universities' administrators and managers need a better understanding of how international administration is changing the educational discourse in higher education.

 

Universities have a diverse range of managerial activities to choose from to attract new learners. These include advertising, relational marketing such as open houses, information sessions, interaction with alumni, social media, PR, and other initiatives.

 

The internationalization of educational services dominates the Higher Education sector.

 

Most Universities realize the vital importance of Higher Education Administration in our globalized world.

​

Higher Education institutions need to coordinate their activities with Growth Managers.

Harvard University 

Massachusetts Institute of Technology 

University of California 

University of Chicago 

London School of Economics

Princeton University 

Yale University 

 

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