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How an effective leadership and governance supports to achieve institutional vision, mission and objectives

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  • Aithal, Sreeramana

Abstract

Effective leadership by setting values and participative decision- making process is key not only to achieve the vision, mission and goals of the institution but also in building the organizational culture. The formal and informal arrangements in the institution to co-ordinate the academic and administrative planning and implementation reflects the institutions efforts in achieving its vision. This paper focus on the vision, mission and the objectives identified for a higher education institution and needs to be addressed through its distinctive characteristics by considering Srinivas Institute of Management Studies as an example. The role of top management, principal and faculty in design and implementation of its quality policy and plans both in Teaching and Services are identified. The involvement of the leadership in ensuring the policy statements and action plans for fulfillment of the stated mission, formulation of action plans for all operations and incorporation of the same into the institutional strategic plan, Interaction with stakeholders, Proper support for policy and planning through need analysis, research inputs and consultations with the stakeholders, Reinforcing the culture of excellence, and Champion organizational change. The various procedures adopted by the institution to monitor and evaluate policies and plans of the institution for effective implementation and improvement from time to time are discussed. Details of the academic leadership provided to the faculty by the top management, the college strategy to groom leadership at various levels, How does the college delegate authority and provide operational autonomy to the departments / units of the institution and work towards decentralized governance system, and the strategy of college to promote a culture of participative management are elaborated.

Suggested Citation

  • Aithal, Sreeramana, 2015. "How an effective leadership and governance supports to achieve institutional vision, mission and objectives," MPRA Paper 71433, University Library of Munich, Germany, revised May 2015.
  • Handle: RePEc:pra:mprapa:71433
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    File URL: https://mpra.ub.uni-muenchen.de/71433/1/MPRA_paper_71433.PDF
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    Cited by:

    1. Aithal, Sreeramana & Kumar, Suresh, 2017. "Interconnecting Theory A and ABC Model of Organizational Performance," MPRA Paper 78999, University Library of Munich, Germany, revised 10 Feb 2017.
    2. Aithal, Sreeramana, 2016. "Student Centric Curriculum Design and Implementation – Challenges & Opportunities in Business Management & IT Education," MPRA Paper 74365, University Library of Munich, Germany, revised 19 Sep 2016.
    3. Aithal, Sreeramana & Kumar, Suresh, 2016. "Maintaining Teacher Quality in Higher Education Institutions," MPRA Paper 72240, University Library of Munich, Germany.
    4. Aithal, Sreeramana, 2016. "Study on Research Productivity in World Top Business Schools," MPRA Paper 72246, University Library of Munich, Germany.
    5. Aithal, Sreeramana & Kumar, Anil & M, Madhushree & R, Revathi, 2018. "Investigation of Business Strategies in Higher Education Service Model of Selected Private Universities in India," MPRA Paper 85726, University Library of Munich, Germany.
    6. Aithal, Sreeramana & Aithal, Shubhrajyotsna, 2019. "Transforming Society by Creating Innovators through Skill & Research Focussed Education – A Case Study of Srinivas University," MPRA Paper 95151, University Library of Munich, Germany.
    7. Aithal, Architha & Aithal, Sreeramana, 2018. "How and Why Wharton Business School became World Topper – A Case Study on Organizational Quest for Excellence of First US Business School," MPRA Paper 85727, University Library of Munich, Germany.
    8. Aithal, Sreeramana & Aithal, Shubrajyotsna, 2016. "Student Centric Learning Through Planned Hard work - An Innovative Model," MPRA Paper 73621, University Library of Munich, Germany.

    More about this item

    Keywords

    Effective leadership; Governance in Higher education; Efficiency in higher education institutions;

    JEL classification:

    • I2 - Health, Education, and Welfare - - Education
    • I23 - Health, Education, and Welfare - - Education - - - Higher Education; Research Institutions

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