Performance Management at NIM-

Case AnalysisGroup 8- Section C

1/10

Measurement of Organizational Effectiveness

• Stability: High turnover amongst faculty members detrimental in achieving excellence• Goal Consensus: NIM’s vision to promote excellence while faculties’ to increase monetary

returns• Effective Control: Biasness towards increasing work units by planning schedule accordingly• Improving Quality: Unit- based system leading to no quality learning experience• Empowering Human Resource: Limited knowledge-creation activities and incentives• Managerial Skills: Normative Isomorphism while deciding on policies(IIT/IIMS’)• Profit: No direct link between qualitative efforts and rewards• Communication: of Policy Guidelines to ensure compliance

2/10

Is NIM an effective organisation

1. Manage ambiguity and paradox: Non-alignment of goals 2. Lead by action: Vision is not incorporated in acts of unit-based pay3. Stay close to customers: Remoteness of location(hygiene factor) acting as dissatisfier and

competitive disadvantage for NIM4. Autonomous and entrepreneurial culture: detrimental to creation of research work

competency5. Lead by action: Unit based pay curbs the spirit of conducive and rewarding environment6. Value driven: Not implementing the vision in practice7. Stick to knitting: Strategy of providing autonomy to plan work is continued8. Loose and tight properties: Mechanistic- less room to pursue interests(research) due to

defined targets.

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Values

Innovation

Growth

Commitment

Excellence

4/10

Which leadership approach is most suitable for overall development of NIM?

Evolving approach

• As the Lewin’s theory says, there are restraining forces to change at NIM• It needs to evolve to be successful- Provide incentives to change• Variable pay component needs to be added to attract talent• To become a leader among the Management Institutes, best teaching practices and researches are required

Visionary approach

• As EEP has high weightage in B-school rankings, there is a need to develop visionaries who can undertake these• To compete with top institutes, visionary leaders who practice innovation are required

5/10

What strategy is most suitable for overall development of NIM

Anxious Analyzers

Defending Characteristics

• Maintain stability- Attraction and Retention of best faculty

• Compete with the IIMs• Maintain excellent standards of

education• Publish researches

Prospecting Characteristics

• Develop the EEP Program to get better rankings

• Create better industry relations• Develop international linkages

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What should be faculty persona at NIM?

Faculty

Energetic and

motivated

Knowledge expertise in

diverse fields

Flexible in their

approach

Have exposure and

relations with industry

Research oriented

7/10

Performance parameters

General Performance Parameters

Classroom teaching performance

Number, quality of publications

Supervision of student research

Campus committee work

Activity in professional societies

Consultation( govt., business)

Public or community service

Senior Faculty

• Long-term follow-up of student’s performance

• Teaching improvement activities( curriculum updates, participation in workshops)

• Alumni opinions, ratings• Mentorship of junior faculty

Junior Faculty• Peer reviews• Performance in mentoring activities• Long term approach in curriculum design• Innovation in teaching methodology• Role as Change agents

8/10

Organization structureDirector

Program chairpersons

PGDM general chairperson

PGDM-IT chairperson

PGDM-HRM

PGDM-Finance

APO Examination Department Library Placement Cell CIC EEP

Academic Advisory council

Dean

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Job DescriptionTe

achi

ng

• Learning the material( long term)

• Keeping up to date with current advances in both research and pedagogy

• Choosing an appropriate pedagogy

• Choosing an appropriate textbook

• Preparing lectures• Supervising teaching assistants• Grading

Rese

arch

• Keep up with current research activities in field of interest

• Conferences, in touch with fellow researchers

• Supervision of student research

Serv

ice • Serving on various committees

at the department• Service activities to the

academic community-organizing conferences, editing, refereeing for journals

10/10