Challenges facing Islamic Azad University academic leaders in managerial positions

Hamidifar, Fatemeh

doi:10.1108/ijem-03-2013-0043

Cited by 2 publications

(2 citation statements)

References 17 publications

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“…The basis for quality is still about university capabilities; and "the academic standard of a management institute depends on parameters like faculty profiles, flexibility in curriculum design and dynamism of curriculum with respect to the external environment" (Mahajan et al, 2014, p. 383). Furthermore, the ability of academic leaders is a key factor in fostering quality, so that the university can create and apply knowledge toward social and economic progress (Hamidifar, 2014). Even many students view the 'student as customer' concept as being about quality.…”

Section: Usr University Management and Student As 'Customer'mentioning

confidence: 99%

University social responsibility and brand image of private universities in Bangkok

Plungpongpan

Tiangsoongnern

Speece

2016

International Journal of Educational Management

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Purpose This research examines the effects of University Social Responsibility (USR) on the brand image of private universities in Thailand. Brand image is important for entry into the consideration set as prospective students evaluate options for university study.USR activities may be implicit or explicit, i.e., actively communicated to external stakeholders. We show that explicit USR can help put a university into the brand consideration set. Design/methodology/approach This pilot research uses qualitative interviews to explore perceptions of six private university executives, six M6 (high school) students, and the parents of the M6 students. Findings In Thailand, some USR elements are mandated components of quality assurance, but many universities go beyond basic requirements. The university executives talked about USR beyond simply meeting government QA requirements. USR can contribute to competitiveness and it helps produce better, more socially responsible graduates. Communication about USR is done through both online and traditional media, but public knowledge lags somewhat compared to what universities actually do. M6 students are more aware of university USR activities than their parents because of online media and university roadshows at their schools. USR is not the major factor in choosing a university, and many activities are not well known. However, students and parents think that USR is helpful, and some activities directly impact inclusion in the brand consideration set. Practical implications Universities can apply these USR activities to strengthen their brand images and become part of the consideration set. However, they need more careful marketing communications to fully inform stakeholders about the whole range of USR. Originality/value The researchers have examined how private Thai universities use USR activities as a part of government mandated QA components. These USR activities can contribute to their brand image and help move the university into the brand consideration set.

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Section: Usr University Management and Student As 'Customer'mentioning

confidence: 99%

University social responsibility and brand image of private universities in Bangkok

Plungpongpan

Tiangsoongnern

Speece

2016

International Journal of Educational Management

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“…As academic development is complicated, learning projects might focus on developmental opportunities for an academic leadership program with respect to the impediments cited and environmental challenges (Hamidifar, 2014). Strategically, three stages are considered to develop more effective academic leaders.…”

Section: Conclusion and Recommendationsmentioning

confidence: 99%

Academic Leadership in a Private University: An Iranian Case Study

Hamidifar¹,

Ebrahimi²

2016

IES

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This study explores effective academic leadership as well as hindrances within Iran's private higher educational institutions. The author employed a qualitative approach that utilized purposive sampling to collect and analyze data. Findings were categorized into three classes comprising the (i) setting of direction, (ii) organizational and (iii) staff development at three administrative levels: central office, branch office and faculty personnel. Obstacles confronting effective academic leadership were identified as (i) centralization of power; (ii) bureaucratic hierarchy; (iii) budgetary restraints; (iv) ineffective interaction including ineffectual communications as well as social, political and cultural interventions; and (v) unqualified staffing policies that eschewed meritocracy. This study reveals that the functional purview of an effective academic leader is to drive an institution's vision forward towards achievement and define its mission and objectives. Moreover, it signifies an indispensable need for academic leadership development programs that incorporate, protect and support scientific management skills based on sound moral values, mutually established trust, collegial respect, and the application of transactional cum transformational governance methods in teaching, learning and research.

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Challenges facing Islamic Azad University academic leaders in managerial positions

Cited by 2 publications

References 17 publications

University social responsibility and brand image of private universities in Bangkok

University social responsibility and brand image of private universities in Bangkok

Academic Leadership in a Private University: An Iranian Case Study

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