the development of corporate values managerial capability organisational responsibilities, and administrative systems which link strategic and operational decision-making, at all hierarchical levels, and across all business functional lines of authority in the proposed new college of higher education to be based in London.
The multiple strategic directions that the proposed new college of higher education will pursue may compound the problem of collective activities. Historically standardised institutions have pursued research and teaching has two separate activities, which each give a distinct strategy character to the institution. Care must be taken in the future in pursue of multiple strategies, which adds complexity in terms of the association between streams of activities.
To obtain a sustainable competitive advantage they may have followed either one of three generic strategies, developed by Porter (1985).
Increasing competitive pressures on external demand in overseas market will place greater responsibility on both private equity syndicate and proposed college top management to co-ordinate a collective strategic response from the college.
Top-down management may not be an option in the proposed college because of autonomous professional workforce. Therefore; the strategizing resources through which top management may have to influence over strategy may be placed under stress.
It’s recommended the proposed college pursue four streams of activities: research, teaching, commercial income sign and scope.
RESEARCH: Strategically, the goal of research of activity is to achieve research excellent.
TEACHING: Teaching strategy must be directed a quality and service provision in order to ensure high student recruitment.
The teaching quality will improve the delivery of academic services such as scholarship, college site and its facilities, student accommodation, staff to student registration and orientation arrangement.
COMMERCIAL INCOME:
Commercial income is a relatively recent strategy for education sector. This involves attracting non-state resources. Income is generated through initiatives such as research grants and contracts, commercial services and facilities, commercialisation of intellectual property – conferences using college halls, classrooms and other college facilities by private organisations at a cost. Also conduct professional short courses and full-fee-paying student recruitment, particularly overseas students is one of the easiest ways for college to generate further income using existing teaching activity. It was supported by Shattock (2003) that other forms of income generation involve a stronger commercial orientation.
SIZE AND SCOPE: A strategic issue dealing with size, growth and disciplinary balance including investment in capital infrastructure to provide for size and scope.
Considerable care must be taking a capability directly perceptible by students and other users, such as innovation, risk management, reliability, and student sensitivity, speed of reaction, communication, negotiation and management of expectations.
CONCLUSION
Strategic planning is not a sole administrative process to reach a better understanding of the issue of establishing a new college in London targe
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