TRANSFORMING PUBLIC

UNIVERSITIES IN

21st CENTURY

Ahmad Zaidee Laidin

Majlis Lembaga Pengarah Universiti Awam

20 August 2016

AKEPT

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Contents

Role of Adminstrators in Universities

QS and Ranking of Universities

Vision 2020 & Transformation Process

Innovations in ITM

Gathering Ideas for Change

Training & Development

Lessons from Icons

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Administrative Roles-1Key broad administrative responsibilities (and thus

administrative units) in academic institutions include:

REGISTRARS, LIBRARIANS, BURSARS, MEDICAL,

SECURITY, RELIGIOUS, COUNSELLING, IT, BUILDING

SERVICES, etc. generally, the non-academic staff.

Admissions

Supervision of academic affairs such as hiring, promotion,

tenure, and evaluation (with faculty input where

appropriate);

Maintenance of official records (typically supervised by a

registrar in the US - In the UK not all institutions have a

Registrar, who would have varying responsibilities for non

academic matters depending on the organisation);

Maintenance and audit of FINANCIAL flows and records.3

Administrative Roles-2Security of people and property on the campus (often organized as an

office of public safety or campus police);

Maintenance and construction

Supervision and support of campus computers and network (information

technology).

Fundraising from private individuals and foundations ("development" or

"advancement")

Research administration (including grants and contract administration, and

institutional compliance with federal and state regulations)

Public affairs (including relations with the media, the community, and local,

state, and federal governments)

Student /staff services such as MEDICAL services, career counselling and

library staff.4

Introduction

“Everyone WANTS A WORLD CLASS

UNIVERSITY.. NO ONE KNOWS WHAT A WORLD-

CLASS UNIVERSITY IS, AND NO ONE HAS

FIGURED OUT HOW TO GET ONE”- Altbach, 2004

Ratio of Academics: Non-Academics is about 1:1

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CHARACTERISTICS OF TOP 200

UNIVERSITIES (QS)

1.Has a total annual income of $751,139 per academic (compared with $606,345 for a top 400 university)

2.Has a student-to-staff ratio of 11.7:1 (compared with 12.5:1 for a top 400 university)

3.Hires 20 per cent of its staff from abroad (compared with 18 per cent for a top 400 university)

4.Has a total research income of $229,109 per academic (compared with $168,739 for a top 400 university)

5.Publishes 43 per cent of all its research papers with at least one international co-author (compared with 42 per cent at a top 400 university)

6.Has a student body made up of 19 per cent international students (compared with 16 per cent at a top 400 university

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QS WORLD RANKING OF

UNIVERSITIES

Employer reputation (20%)

Faculty/student ratio (15%)

Citations per paper (10%) and papers per

faculty (10%)

Staff with a PhD (5%)

Proportion of international faculty (2.5%) and

proportion of international students (2.5%)

Proportion of inbound exchange students

(2.5%) and proportion of outbound exchange

students (2.5%) exchange students (2.5%)

WHERE ARE THE ROLES OF

THE ADMINISTRATORS?

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VISION 2020

Malaysia can be a united nationwith a confident Malaysian society

We should aim for is a Malaysia that is a fully developed country by the year 2020.

We should be a

developed country in

our own mould.

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Innovations in ITMBusiness Management,

Insurance, Institute of

Transport

Chartered Institute of

Secretaries

Institute of Bankers

(Banking)

Computer Science

ACCA, CIMA, ICWA,

ICSA12

Further Innovations in ITM

Law (LLB Lon.)

Architecture & Quantity Surveyor

,Valuation

Plantation Management

Diploma in Science

Art & Design

Textile

Electrical, Mechanical, Civil

Engineering

ARSHAD WAS A MENTOR &

ADMINISTRATOR

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Gathering Ideas

Exposure to Education (Local & Foreign)

Exposure for Training (Local & Foreign)

Attachment Local & Foreign Consultants if

possible

TS ARSHAD IS A GREAT & CURIOUS TRAVELLER

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Attachment- Historical

DevelopmentGeneral Electric Company

Northwestern Electricity

Board

Central Electricity

Generating Board

Research Division

ILO Training Centre

TURIN

Japanese Union of

Scientists and Engineers

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Courses

EDF for special

Programme for

Director of Training

Centre LLN

INSEAD-Transfer of

Technology

Karlsruhe Nuclear

Research Centre

(IAEA)16

Visits: Projects-basedMitsubishi Electric

Japan

Florida Power & Light

Perusahaan Listrik

Negara Indonesia

EGAT Thailand

MIRALCO Philippines

Public Works

Department Singapore17

Old Style Mentoring-Still

RelevantManagement is Husband and Wife

Team-TS Abu Zarim & Puan Sri

Zaidah

Welfare of ladies looked after by

Puan Sri Zaidah. She started

Pelitawanis (1976) adopted by

Government as BAKTI (1977)

Tan Sri introduced me to the role of

Unions, IEM, manners, way to

address Ambassadors. Etc

TS ABU ZARIM WAS DEPUTY

GM (ADMINISTRATION) & MY

MENTOR

AL FATIHAH

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TNB Vice President Human

ResourcesDATO’ MUHAMMAD RAZIF BIN ABDUL

RAHMAN

Meets Group’s objectives by linking its human

resource activities to business strategies and

acting as a Business Partner.

FINANCIALLY accountable for the Division’s

cost effective operations.

PROVIDES human resource services to the

Group, such as human resource planning &

development, human resource management

and human resource internal affairs.

ENSURES that HR policies, procedures &

practices are in line with the Group’s Business

Strategy and Core Values.

Deals with industrial relations, staff welfare &

administration, and managerial &

leadershipTRAINING.

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TNB Talent Management

Azman Zakaria

Chief Talent Officer

answerable directly to the

CEO

Presentations,

Performance

Development, Attached to

an Australian University

In charge of Yayasan

Tenaga Nasional

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Talent ManagementTalent management practice of Tenaga Nasional

Berhad (TNB). -how the company selects and

develops future leaders to ensure a smooth

succession for important positions through creation

of a talent pool consisting of high performance-high

potential managers.

Members of the talent pool are groomed for

succession to key leadership positions at the

corporate level and critical positions at the divisional

level. Selection for TNB's talent pool is open for

managers and engineers who have served at least 8

years in the company.

Members of the talent pool undergo a systematic

and rigorous program of talent development. This

includes the Accelerated Development Program for

preparing managers for succession to the C suite

positions (i.e., positions at the Vice President and

Chief Financial Officer, Chief Information Officer and

Chief Procurement Officer).

The PROSEM and PROGEM are talent

development programs for those nominated for the

Senior Manager and General Manager positions. .

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Transform from ITM to UiTM

RESEARCH

GRADUATE SCHOOL

UPGRADING

QUALIFICATIONS OF

LECTURERS & STAFF

EXTERNAL EXAMINERS

PROFESSIONAL

ACCREDITATIONS

(INTERNAL

&INTERNATIONAL)

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Transform from ITM to UiTM

IMAGE -logo,

"CHOKMAR", robes,

furniture,

2nd Amendments to

ITM ACT OF

PARLIAMENT

Diploma to Degree

(1996

AMENDMENT)23

UiTM Institute of Leadership And

Development (ILD)

Basic Teaching &

Learning

Talent Accelerated

Leadership Excellent

Series (TALES)

PhD on Time POT,

Research Methodology

MANAGEMENT OF

CHANGE OF

MINDSETS24

Training & Development

Induction Training

On the job Training.

Upgrading Training

Where appropriate,

Academic Training

KNOWLEDGE, SKILLS,

ATTITUDE25

Develop Talent Management

(Knowledge, Skills, Attitude)

A newly diverse

workforce. Critical talent

shortages.

Leadership gaps. And

under-engaged

employees.

It’s time to move forward

on all these fronts—or risk

falling behind.

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Responsibility for T&D

The Organisation

The Individual

The Government- Quality, Blue Ocean, ETP

etc.

ALL HAVE TO WORK IN UNISON

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Execution & Measurement

“Measurement is the first step that leads to

control and eventually to improvement. If you

can’t measure something, you can’t

understand it. If you can’t understand it, you

can’t control it. If you can’t control it, you can’t

improve it.”-James A. Harrison

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Lessons from ICONS

Think Big, Start Small, Move

Fast.

Put together a wealth of expert

analysis, (D. R. Liggett), (P.A.

Management Consultants) etc.

Research insights, and

Sound recommendations.

Check Exactly what you need

to shape fresh strategies,

cherry-pick the best tools, and

take bold action.

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Contents

Role of Adminstrators in Universities

QS and Ranking of Universities

Vision 2020 & Transformation Process

Innovations in ITM

Gathering Ideas for Change

Training & Development

Lessons from Icons

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THANK YOU

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