Faculty Strategy Management Sciences Faculty Universidad Católica Santo Toribio de Mogrovejo
Faculty Strategy
Management Sciences Faculty
Universidad Católica Santo Toribio de
Mogrovejo
Msc. Julia Maturana Coronel
The program is organised by:
and supported by:
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1. The Faculty
1.1 Characteristics of the faculty
1.1.1. Historic development (“emergent strategy”)
1.1.2 Competitive Position (achievements, challenges,…)
1.1.3 Position in the national / international field
1.2 Strategy for the faculty
1.2.1 Research
1.2.2 Degree Offering
1.2.3 Teaching
1.2.4. Funding
1.2.5 Administration
1.3 Personal Action Plan (Part A)
2. The Dean
2.1 Position of the dean
2.1.1 The formal roles and responsibilities
2.1.2 The real roles and responsibilities
2.1.3 The necessary roles and responsibilities
2.2 Strategy for the dean
2.2.1 As to leadership
2.2.2 As to the intersection with academics in the faculty
2.2.3 As to the intersection with president and formal bodies
2.3 Personal Action Plan (Part B)
3. The Systems
3.1 Assessment of Administration and Procedures
3.1.1 Financial Management
3.1.2 Internationalization
3.1.3 Research Management
3.1.4 Human Resources Management
3.1.5 University – Industry Co-operation
3.1.6 Quality Management (Teaching/Research/Administration/Degree
Monitoring)
3.2 Strategies for Assessment of Administration and Procedures
3.3 Personal Action Plan (Part C)
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1. The Faculty
1.1 Characteristics of the faculty
1.1.1. Historic development (“emergent strategy”)
The Management Sciences Faculty at the Universidad Católica Santo Toribio de
Mogrovejo (USAT) was created in 1998 with the departments of management and
accounting. The University is strategically located in the city of Chiclayo, province of
Lambayeque, in northern Peru. It is a catholic University, promoted and administered
by the bishopric of Chiclayo diocese. The main purpose of the University from the
beginning was to bring educational support to low income families in the region.
The Management Sciences Faculty today has four departments: management,
accounting, economics and tourism management. Although the main objective
remains the same, a strong emphasis is put into applied research, social service and
entrepreneurship through its four different departments and related institutes. It seeks
to help solving real and current problems faced by local and regional level
organizations through frequent contacts with the industry and local enterprise’s
managers, focusing on human values and virtues such as service, loyalty, solidarity
and responsibility.
While the initial strategy was to provide a strong educational offer for low income
families, it has proved to be difficult to sustain on the lung run. With a large number of
new universities being created in the region plus the installation of some well known
universities coming from Lima (capital of the country), the competence for gaining
new students has become a priority at our institution and USAT has somehow a
difficulty in defining whether to follow a low price or a high quality strategy.
High quality strategy requires investing in high performance full time professors and
in undertaking the national accreditation process, which also requires a number of
diverse reforms and investments at the institutional level. This orientation pushed to
an increase in monthly and annual fees for the students implemented in 2010. The
response from the public was immediate and our students’ population contracted
about 10% the next year (2011). Last year (2012), our students population remained
stable (6,000 students for the university and 2,000 students for the faculty) contrary
to the former tendency which had been of a positive yearly increment. This
stagnation and probable decrease is the main concern for this coming year, as most
of our former and probable future students perceive the current academic offer in the
region as a homogeneous service/product, therefore their choice is mainly based
upon the price.
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1.1.2 Competitive Position (achievements, challenges,…)
The Faculty of Business is the largest Faculty of our University with more than 2,000
undergraduate students and about 300 students at the professionalization programs,
a student level scheme that allows current working adults to graduate from the
university complementing their practical knowledge with adult-oriented sessions. The
Faculty represents a third of the student population at large and the demand for the
four offered careers remains high. This Faculty has a high degree of clientsatisfaction based on the quality of teachers with both academic achievements and
practical experience and a cordial and personalized attention system.
Academic maturity and robustness of the Faculty of Business, as well as the wellearned recognition and prestige in the business settings has allowed us to design,
promote and offer a Masters in Business Administration and Management (MBA), the
first locally borne academic program in the region focused on leadership and
entrepreneurship training for local entrepreneurs and companies in the northern
region of Peru.
Strengths of the Faculty
1. An excellent teachers team, with human and professional qualities.
2. Ability to generate revenue to be reversed in to human resources, research
and publications.
3. Existence of international agreements that give prestige and attractiveness to
the Faculty.
4. High degree of student satisfaction for the services provided at the academic
level.
5. Solid and cohesive management team work.
6. It has a network of business contacts to be exploited for personal and
professional development of students, alumni and faculty.
7. Support from the Diocese of Chiclayo giving guarantees of a comprehensive
education.
8. The Faculty has gained maturity and prestige in the region and this is
increasing.
9. Academic and economic success of our training programs and executive
education in the region.
Limitations
1. Excessive teaching and administrative load that is against the dedication
towards quality research and publications.
2. Lack of use of international agreements.
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3. Low rate of full time teacher per student ratio, and high proportion of parttime teachers.
4. Limitations in computer systems, regulatory, administrative and management
systems at the Faculty and its departments.
5. Lack of modern and centralized infrastructure enabling a higher quality
service.
6. Restrictions, prejudices and objections to develop new university extension
programs.
7. Lack of capacity to do research and publishing without economic or structural
support.
8. Poor English knowledge in most teachers.
9. Current curricula does not meet the needs of society.
Opportunities
1.
2.
3.
4.
5.
6.
Access to International Technical Cooperation funds.
Increased international academic scholarship offers.
Increased interest from companies in educating and training their managers.
Growing local development.
Need for the definition of an agreed academic offer for local enterpreneurs
Lack of a research center in the region.
Threats
1. First year students with high economic and educational limitations.
2. More aggressive and efficient marketing strategies by other local universities.
1.1.3 Position in the national / international field
At the national level we have began to build a positive perception as a strong offer for
the northern region of the country. Our main competitor in terms of prestige is the
University of Piura (www.udep.edu.pe), a private university located in the neighbor
region of Piura, with a similar vision and mission as USAT, focused on academic
thoroughness, rigorous demands, reliability and institutional quality. As USAT,
University of Piura (UDEP) is a corporate apostolic work of Opus Dei.
At the international level we mainly interact on research and through academic
(students and professors) exchange. We have obtained important funds associated
to national-wide projects with international donors such as the European commission,
Swiss cooperation, etc.
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As a young institution, our prestige at the national and international levels is still
building.
1.2 Strategy for the faculty
We have recently finished our university’s strategic planning process; in line with our
university vision and mission, our faculty’s vision is to train competent professionals
with entrepreneurial spirit and commitment to applied research and community
service will, showing high human and professional qualities, based on the
foundations of the Catholic Church. In line with this, our mission is to become the
regional leader in training professionals to the service of business organizations for
the development of society, having the best and most prestigious professionals in the
field of applied research, providing them with adequate infrastructure and cuttingedge technology support.
1.2.1 Research
Research at the university is managed at the central level with a vice rectory that is
responsible for promoting research as an ongoing process through the departments
and specialized research centers with the participation of teachers and students
attached to our departments. With this, we expect to contribute to the development
and progress of society through high quality research, strategic planning,
management, promotion and guidance of the processes related to calls for funding of
research projects.
We have also several documents at the institutional level with formal specifications
on how to manage the research process. Such documents and its formal
specifications have been approved very recently (July 2012), nevertheless informal
instructions on research management have been present since the beginning of the
institution as a university.
From the beginning, the university authorities determined that research was one of
the three major priorities, along with social and academic functions; nevertheless a
formal strategy to promote research was not built and the lack of research dedication
and publications was soon evident. The following administration has focused on the
generation of regulation and management documents and processes, but it is very
recent and the real implementation of such regulations is still on the run and testing.
Formally, we have a research and professors vice rectory and a research direction
(currently vacant) that should coordinate actions with the research committee at the
faculty level and the research coordinators representing each department of the
faculty.
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Our research areas and lines at the department are revised every five years and are
currently the following:
RESEARCH AREA
DEPARTMENT
RESEARCH LINE
Ethics in Business Administration /
Management / Markets / Finance /
Operations
Strategic management
International Trade
Operations
Operations / Markets / Finance
Business Plan / Investment Projects /
Innovation
Entrepreneurship
Agribusiness
Hospitality Management
Supply Chain / Associativity
Social Development / Projects inclusive /
Carbon Finance
Hotel and Hospitality Services and
Allied Services
Services
Restaurants and Food Services
Tourism
Tourist Services
Administrative
Administrative Services
Archaeology / Cultural Heritage /
Ethnohistory / Ethnology
Accounting / Financial Reporting
Standards (IFRS)
Environmental Audit / Management /
Process
Business / Corporate
Systems Management and Cost
Planning / Financial Planning
Local Taxation, National / International
Financial Economics / Labor / External /
Other markets
Social / Tax / Environmental /
Decentralization
Macroeconomic / Monetary / Regulatory
Social Development
History
Management
Hospitality
Management
Accounting
Auditoria
Finance
Systems Management
Taxation
Accounting
Market Analysis
Public Policy
Theoretical Models
Economics
We are still lacking of a proactive research promotion strategy at the university and
faculties. Currently, the management faculty is still trying to build a well-working
system to promote research and publications. This is one of our major challenges.
The strategy to boost research at the faculty will be based on the differentiation of our
full time staff according to the different interests and strengths of the staff. For this,
“research professors”, a category already existent in the regulatory documents of the
university will be selected. There are some professors who are very good at teaching
and who have no experience and showed no interest on doing research. These
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professors will remain in the regular category, as full time professors, and their
academic load will be the maximum load: 20 in class hours plus 5 thesis advisory
and 10 student mentees. We will probably require that about 45% of our total staff
remains on this category. An additional 30% will be mainly dedicated to
administrative support functions, this includes the Dean, the vice Dean and the four
department directors plus one additional staff for each one of them, totalizing 12
persons from our full time professors´ staff.
1.2.2 Degree Offering
All formal universities in Peru offer a diploma that certifies the proper culmination of a
superior study program. Each of our faculties offer these diplomas associated to their
specific career: economics, management, tourism management and accounting.
In addition to this diploma, some faculties are offering an additional specialization
diploma associated to the area the student focused in the last year of the career. For
instance a graduate student could have a degree in economics plus an additional
diploma that certifies its specialty in finance, public policies or commerce.
On this area the strategy will be to work on a general first and last year, common for
the four different departments of the Faculty. Currently, each academic department
has to manage completely different curricular plans, with different professors and
different academic requirements. This generates some economic deficiencies as
sometimes a professor is teaching only to 12 students while other professors have 40
to 60 people classes depending on the course and the number of students engaged
in that department. First year classes could easily be defined as general with few
changes on the curricula and this year (2013) all four departments of the faculty and
all the other faculties will be working on the revision of curricular plans for updating
and improvements.
1.2.3 Teaching
Teaching is the major stream of work at the university and in our Faculty. We have
between 150 and 170 teachers for our 2,000 students serving at the different
departments. From this total, only 25% are full time professors that besides teaching
help in the administrative work associated to each department. The rest are divided
between professors from other areas teaching at the faculty and professors that are
hired and paid for teaching hours.
One of the main problems is that there is a large load of work for our full time
professors who have the responsibility to carry on all the programs and additional
services that we offer as a catholic university. All different tasks are distributed
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among all the full time professors without any formal distribution system. Full time
professors must help the director in producing management documents, visiting
potential clients, informing the parents, selling all our extension services, doing
research, doing tutorial activities, etc. This makes it very difficult to comply with all the
work load of the Faculty and each department in an efficient way.
Additionally, the professors from other departments of our university have difficulties
to fully comply with the management faculty student’s requirements. Most of the
times, these professors are perceived as too theoretical with difficulties to teach the
proper applications of the subject taught. Most of our student’s complaints come from
the subjects taught by these professors and there is not a good response from them
once you tell them this is happening. They respond to a different authority in their
own faculty and it is then very difficult to make them change their vision and teaching
style.
Finally, per hour professors generate a distortion in our service as they teach in as
many universities and institutions as they can, weakening the image built by our
university and faculty as a differentiated service offer. Students perceive that the
higher prices they pay for USAT are no worth if they have the same teachers as in
any other university. This is a problem of difficult solution as it is economically
impossible for us to hire them as full time professors.
For this, the strategy will be to define the main academic areas of work at the faculty.
All full time professors working at the faculty will be included in one of these areas,
including research professors and department directors. From this team, one of the
full time professors dedicated only to teaching will have the responsibility to guide
and evaluate the academic development of the area (academic area coordinator) in
joint collaboration with the department director.
1.2.4. Funding
Funding comes mainly from the enrollment of the students, although some additional
funding comes from outside sources associated to particular consulting services and
research activities. These funding is marginal and is functioning as a palliative to face
the low salaries associated to teaching.
Additional funding comes from other academic services besides the regular
graduating system, such as professionalization, courses, seminars, degree exams,
etc. This source of funding is important and therefore it has become a regular offer
and requirement from the administrative manager of the university. The problem
associated to this is that it makes it difficult to ensure the academic exigency and
quality of these programs and there is a tendency to sacrifice quality for income.
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Funding strategy will be supported by the research professors who may –in timebecome cheaper to the faculty once external funds for research become available.
This will be a financial substitution strategy, leaving some of the current funds
dedicated to salary payments available for other uses.
1.2.5 Administration
All administrative tasks are performed by the Dean and the department directors.
Most of the university areas demand different information inflows at different times
and this is always requiring time dedication from the Dean and the directors, who
also rely on some of their full time professors to collect; process and deliver such
data to the requiring units.
A large amount of time is also dedicated to receive parents and students, mainly
during the enrollment periods on February and August. This work is also done by the
department director.
Administrative procedures are still building, based on the national accreditation
standards and while some of the administrative tasks are regulated and running on
the faculties, most of the administrative procedures are still lacking.
The new strategy to improve administrative results will be based on the academic
coordinators, full time professors who will support closely the department director and
will jointly with him/her handle all the academic related matters of the department.
Academic coordinators will be the future department directors.
1.3 Personal Action Plan (Part A)
1.3.1 Research
It is impossible to do research when you do not dedicate time to this activity. Current
time dedication at the Faculty and University for research is marginal. Regular
academic load is about 20 in class hours per week, this time plus the class
preparation adds to the maximum working period (40 hours a week). Some of our
professors have only 15 in class hours a week, but still the remaining time is not
enough to do research, mainly if most of our full time staff has no experience in doing
research.
For research, the strategy will be to dedicate a team of ten people (25% of the total
staff approximately) who will have a minimum academic load of 4 or 5 hours a week
plus 5 thesis, this load adds up to a total of 11 or 12 academic hours per week,
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leaving about 30 hours per week to do research. From the total research team, about
half of the team will be experienced researchers and the rest will be novel
researchers who should in turn become experienced researchers in time.
Internationalization and social extension programs will also be in charge of the
research professors with the supervision of the department directors. Currently, these
working areas are distributed among different professors who do not necessarily do
research. Both types of activities have a great research and fund raising potential
that could be achieved if the linkage among these activities is developed and
appropriately managed. Research professors are also those who will have the time to
develop the appropriate management strategy to boost research-internationalizationsocial work common strategy.
Different to what has been the current work supervision system at the faculty and the
university; we shall install a result oriented strategy, setting up achievements and
indicators to be measured along with a minimum schedule to comply for the thesis
advisory. While full time professors’ work will be measured through satisfaction
alumni surveys, class time compliance and written class notes, research professors
performance will be measured through the number of research proposals finished,
the total research budget gained and the number of publications in a year. For the
administrative staff, their performance will be demonstrated in the accomplishment of
the university administrative compliance and the supervisors’ evaluations.
This strategy and its expected results will be presented to the high level authorities
for approval during the new government authorities working sessions, where newly
elected authorities present their yearly agenda and define their working style and
vision.
1.3.2 Degree Offering
In line with the strategy to work on a general first and last year, common for the four
different departments of the Faculty and taking in to account that already two of the
four academic departments on the faculty have made required modifications to offer
specialization diplomas, we will work during this year on the new curriculum design to
ensure the strategy of a common initial and final year is reached for the faculty. The
business management department offers finance, commerce and marketing; while
the economics department offers finance, commerce and public policy. It will be
easier to open a total of maybe four different specialization offers that are open for all
the faculty students depending on their demand.
This change will improve the faculty’s economic performance and will add up to build
a stronger faculty that is perceived as one unit instead of four weaker streams.
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New careers and new educational systems are being common on the international
setting, therefore, one of the main time dedication of the department directors will be
to think and develop new program proposals that may be attractive and socially
beneficial at the local level. This will, in turn, help us in generating additional income
and a differentiated academic offer in the local market.
1.3.3 Teaching
All our faculty professors including full time faculty professors, professors from other
departments and per hour professors will be assigned to the defined academic areas
and it will be the responsibility of the faculty academic area coordinators to ensure
their presence during the coordination meetings and capacity building sessions. This
will help us building a harmonic teaching congruence and will make easier the
achievement of goals and actions defined as a need for the teaching quality
improvements.
Part time professors will also be invited to assist to the capacity building sessions
and academic coordination meetings. To ensure their participation the faculty shall
pay for the hours invested in their participation at the current academic hour rate.
1.3.4. Funding
To achieve the financial substitution strategy, our research professors’ team will also
dedicate time for fund raising through general or specific research projects for the
benefit of the university or the faculty.
To boost additional funding sources related to other academic services such as
professionalization, courses, seminars, degree exams, etc., the strategy will be to
dedicate one person’s time to test the market for new possibilities, elaborate the
required proposals and coordinate with the university’s specific areas to successfully
implement the proposed new programs. Academic quality compliance will not depend
on this person but rather on the academic area coordinators, department directors
and the Dean. This way we will ensure that academic quality is not compromised.
1.3.5 Administration
Academic coordinators and department directors will have a maximum academic
load of ten in class hours plus 5 thesis advisory hours; the remaining 20 hours will be
dedicated to the administrative tasks of the department.
Additionally, the two faculty secretaries will support the directors and academic
coordinators with their administrative work. They will split the work in visitor’s
attention and documents and data management.
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The secretary dedicated to attend the public will orient the students in their semester
enrollment, deriving those cases that require academic advice to the academic
coordinator or department director. Additionally, she will be in capacity to inform
parents and other general public respect general information on the four departments
and will derive to the department directors in the cases required. She will prepare
and file the “letters of intent” to be derived to the department director or academic
coordinator for signature.
The secretary dedicated to documents and data management will be in charge of all
the thesis documentary process, processing invitation and presentation letters,
gather and prepare all the data required by other areas of the university, prepare the
information for the annual report and receive and pass on all documents coming to
the faculty.
This new structure will reduce the amount of time that department directors currently
dedicate to public attention and documentary tasks and will allow the directors to
dedicate more time to strategic planning, its implementation follow up and to lead the
required corrective actions.
2. The Dean
2.1 Position of the dean
2.1.1 Formal roles and responsibilities
1. To direct, promote and organize administrative, economic and academic activities
in coordination with the Academic and General Management areas.
2. To ensure that the faculty complies with the Statute and USAT General
Regulations.
3. Submit to the Academic Vice-rectory new or department suppression projects.
4. Submit to the USAT General Secretary all the required documents containing
academic degree records to be approved by the University Council.
5. Coordinate with the Academic Vice rectory and Board the organization and
development of any academic and scientific program to be offered.
6. Verify compliance with the academic requirements for the granting of degrees and
professional qualifications.
7. In the absence of the Rector and Academic Vice rector, preside over the
graduation ceremony.
8. Submit a memoir of all the activities of the Faculty in each academic year.
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9. Determine the general policies and academic activities for research at the Faculty
level and submit for approval to the Board of Faculty.
10. Submit to the University Council for ratification, the academic and methodological
proposals applicable to the Faculty, adopted by the Faculty Council.
11. To coordinate the approval of the academic documents required for the
functioning of each department, according to the profiles of the curricula.
12. Coordinate with the Student Vice rectory and the University Council the number
of vacancies, the external and internal transfers, exonerations and other academic
decisions, as well as the number of entrants per semester.
13. Coordinate with the Academic Vice rectory the approval by the University Council
of Study Plans for each new department.
14. Coordinate with the Vice rectory of professors, the Academic Director, Research
Director and Department Directors, the participation of faculty researchers at the
Centers for Research.
15. Support to the Vice rectory of professors and the Faculty Council agreements for
the recruitment of full time and part time teachers.
16. Prepare the reports supporting the appointment of emeriti professors.
17. Propose to the Vice rectory of professors the hiring of visiting professors.
18. Develop regulation of the faculty, taking into account the faculty council
proposals, within the framework established by the Statute and the General
Regulations and submit them to the University Council for endorsement.
19. Sign certificates of events by the delegation of the Rector. And in turn, delegate
the signing to the Department Director associated to the organization of the events.
20. All other acts required by USAT Statute.
2.1.2 The real roles and responsibilities
Actually the Dean has mainly focused on promoting and developing income related
academic activities such as professionalization, degree exams, master programs,
etc. These activities currently require most of the Deans time. Additionally the
number of formal and informal meetings that involve the Deans presence is
enormous. A lot of the Deans time is spent in such meetings.
Most of the formal academic duties are passed over to the department directors and
the Dean coordinates and submits the agreements to the University Council. The
Dean is also been involved in all sport and leisure activities for the professors,
participating of their implementation and evaluation.
2.1.3 The necessary roles and responsibilities
The Dean is the maximum authority of the Faculty and therefore he/she has the
obligation to invest some time for strategic thinking and communication of the
strategy to the department directors and professors. He/she should act as a fluent
nexus from the administrative and rector level decisions to the professors and vice
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verse. The Dean should not be directly involved in the development of new projects
but rather promoting them and assigning the right people for its development.
The Dean should also play an important role in representing the Faculty on external
meetings, mainly if these are related to social work and extension activities.
2.2 Strategy for the Dean
The strategy will focus on freeing the Dean from all the day by day activities, to allow
him or her enough time to administer a proper supervision of all academic activities
and faculty bodies. A constant evaluation and assessment of compliance will be
required, timely informing to the appropriate task managers when and why changes
are required.
2.2.1 As to leadership
The Dean is always trying not to cause conflicts and therefore he never gives a final
answer saying yes/no to a proposal, he is always delaying decisions to “let the time
pass” and not to be forced to defend a given position. He is usually acting more like
an emissary rather that as a leader.
Although he may have it, there is not a defined leadership strategy observed. As to
leadership, the Dean’s strategy will be a proactive working style, showing a positive
attitude towards change and collaborative teams.
The first step as newly appointed Dean will be to give an “opening speech”, where
the main working guidelines and style will be set. This speech will be followed with a
personal meeting with each and every one of the full time professors to listen to their
own vision of what should be their place and input as faculty members and determine
whether they will be appointed as a research professor, an academic coordinator, an
academic area coordinator or a collaborator. Dean’s expectations of each of the team
members’ work will be communicated at this time and this meeting will only take
place after the newly elected Dean appointment. Follow up activities will be
performed by the department directors.
2.2.2 As to the intersection with academics in the faculty
The Dean is never meeting with the professors or interacting directly with them. It is
the department directors who are relating more closely to the professors staff. The
current Dean does not have a high academic performance and therefore he lacks of
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social recognition among professors. The main opportunity to interact with professors
is when the Dean is presiding formal openings or closings of academic programs.
The strategy here will be based on building a structural support for democracy and
transparency. Faculty decisions must not only represent the Deans beliefs but rather
the faculty consensus on important issues. For this, the Dean will lead a yearly
strategic planning meeting with all the full time staff to evaluate the yearly activities
and results. An economic evaluation will also be part of this presentation.
Additionally, monthly meetings with the department directors will take place to assess
performance indicators.
2.2.3 As to the intersection with president and formal bodies
The Dean relates to the president through the university council once a month and in
an every-day basis through the e-mail as required.
The Dean must play a strategic role on the faculty, ensuring compliance of all
academic and other related activities with the university strategic objectives, mission
and vision. At the same time, the Dean must effectively represent all the faculty
members in the university council and other university level decision bodies. For this,
the Dean must become an active communicator and a skilled manager.
2.3 Personal Action Plan (Part B)
As a newly appointed Dean, the first activity will be to meet each and every one of
the Faculty members to know their expectations and satisfaction with their current
dedication. Following this, I will work closely with the four department directors to set
each faculty member’s goals for the year and the evaluation period. This is expected
to be finished by April 2013. Activities following and supervision will be done by the
department directors with each professor in their department. The Dean will only
directly supervise the four department directors.
The results of the evaluation every two months will be sent to the president and the
vice rectors as a communication strategy that will help improving their support (moral
and financial) to the faculty’s decisions and activities.
The Dean should also support promoting additional income related to the academic
activities but only through social contacts building and networking and will not be
involved directly in the development of such programs.
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The presence of the Dean in formal and informal meetings has to be appropriately
managed; the strategy will be focused on being present whenever faculty level
representation is required. In all additional activities the Dean should accordingly
delegate in the department directors, academic coordinators or any other team
member.
The Dean will not directly be involved in the sport and leisure activities for students
and professors. Such activities will be promoted and managed by a student’s
association created for this purpose and supervised by the Dean´s assistant, who will
inform the Dean of the proposals and outcomes, ensuring its correct implementation,
evaluation and transparency. The students association will be financed with a
voluntary contribution from the students, charged directly to the tuition fees twice a
year and through the funds collected by the students association from leisure
activities such as student parties, barbecues and sporting. The benefits and costs of
being part of the students association will be determined in its constitution
documents.
Some decisions do not require collaborative thinking and the Dean should be
effective in determining which matters require consulting and which should be
decided by him or her and point at the positive attitudes path that the Faculty should
follow.
3. The Systems
3.1 Assessment of Administration and Procedures
3.1.1 Financial Management
All financial management is done through a digital system that is fed every year with
the annual financial plan. This plan is built upon all the information coming from the
faculty academic departments and programs. The financial requirements are
presented to the managerial body for approval at the end of every year. Once
approved there is a few chance for changes.
The budget depends mainly on the economic performance of the year.
3.1.2 Internationalization
International affairs are handled by a central office for the University. This office
makes the international exchange proposals although each department in every
faculty has the responsibility to initiate contacts and determine their specific interests.
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The international relations department develops activities aimed at establishing
scientific and academic contacts that strengthen cooperative relations, and supports
training, research and extension as well as activities of international visitors at the
university. This office also coordinates international mobility programs.
At the management faculty, we do not have a formal system in practice, there is not a
representative for international matters in the faculty and each department has
different ways and manners to handle internationalization. Given the high load of
class hours and other academic activities, very little time and efforts are currently
dedicated to internationalization at the management faculty.
3.1.3 Research Management
Research management reality is very similar to that of internationalization. Although
there is a research and professors vice rectory, all the other support positions are
vacant. Research areas and subjects have been defined at the faculty two years ago
but they are not considered in any manner.
At the faculty we do not have a research representative or coordinator and most of
the current research activities are the result of individual interests, depending on
whether the professor has a research motivation or not. It is currently not a
requirement for the professors to do research and there is not a measuring or an
incentive system in practice.
3.1.4 Human Resources Management
As for human resources management, the Vice Dean is the person dedicated to
manage all human resources matters at the faculty. This person’s duties are:
1. Represent the facuty when relevant to the instances due.
2. Develop the operative plan of activities, to be approved by the Dean.
3. Supervise, monitor and evaluate the professors’ performance of goals and
objectives achievement.
4. Develop and submit human resources management regulations for approval
and endorsement by the faculty council.
5. Develop the necessary regulations to improve service to the departments.
6. Coordinate with the different departments, the design and development of
academic sessions monitoring and evaluating the development of designs and
programs of the various subjects and methodology designs proposed.
7. Prepare the academic load of teachers assigned to the faculty, in coordination
with department directors and the Dean.
8. Submit to the Dean the training plan for the teachers who must meet the
needs of the different departments.
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9. Approve the Personal Development Plan for each teacher and submit it to the
Dean for information and tracking for compliance.
10. Monitor and evaluate, in coordination with the departments, the development
of every teacher in research and teaching.
11. To promote the professional development of teachers, especially full time
ones.
12. Prepare the annual budget of the Department in coordination with the Dean
and the General Manager.
13. Conduct and participate in social outreach and University Extension
activities.
14. Communicate to the professors and research vice rectory any issue related to
teaching.
15. Conduct, with the approval of the faculty council, the full-time professors hiring
process, attending to the needs of the departments of the Faculty.
3.1.5 University – Industry Co-operation
This area is centralized at the university and the office team consists in two persons
that handle all external requirements for this matter and work on developing
university – industry cooperation agreements. External requirements are usually
funded and for particular objectives or programs.
The university – industry cooperation offices determines jointly with the firm the need
for consultancies and other types of support, which relies on the faculties of the
university. This system is not effective enough and the number and amount of
agreements and funds handled by this office are rather small.
3.1.6 Quality Management (Teaching/Research/Administration/Degree
Monitoring)
Quality management is standardized in the country by the National Assessment and
Accreditation Comission for Universities (CONEAU in Spanish), that establishes
country wide verification protocols and accreditation standards.
The bodies responsible at USAT for direct, support and implement the system of
self-assessment and accreditation are the Quality Management Council (CGC in
spanish), the Self-Assessment and Accreditation Division (DAA) and Internal SelfAssessment Committees (autonomous community) of each academic unit.
The functions of the Internal Self-Assessment Committees that are in the faculties
are already defined as follows:
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a. Prepare the Accreditation Draft and Annual Work Plan for SelfAssessment of the academic unit.
b. Prepare the Annual Work Plan.
c. Comply with the process outlined in the Self-Assessment and
Accreditation Guide at USAT.
d. Apply the data collection instruments and process and analyze the
resulting data under the supervision of the CGC.
e. Fill in the virtual Self Assessment Module the required verification
sources.
f. Conduct workshops for information analysis.
g. Develop Self-Assessment Final Report, which will contain the result of
the analysis and judgment on the performance of each of the
standards.
h. Develop Improvement Plan with actions to be taken to achieve the
standards required.
i. Communicate to the academic and administrative staff of the academic
unit the results of the self-assessment process and actions to improve
its implementation.
j. Submit the Self Assessment and Accreditation final report and
improvement Plan to the managerial authorities.
Specifically referred to the curriculum, it is asked to be flexible, open and diversified.
It may be organized in subjects or modules and the credits are according to the
academic hours per period. The curriculum design includes the planning,
implementation and evaluation.
The professional profile contains the skills students must achieve. For the duration of
the curriculum, it has at least five (5) years of study, for ten (10) academic periods,
the latter are also designated as First Cycle, Second Cycle, Third Cycle and so on.
The curriculum can include flexible credits to be completed in other academic units
or faculties.
The development of a course at the university comprises the planning,
implementation and evaluation of the student's learning process. It could be in
person, virtual or mixed, taking into account the pedagogical, didactic and a
summative evaluation of each career field. The evaluation will be assigning a
weighted number of 0 to 20. The minimum passing grade is 14.
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The courses have the following credit value, in the ordinary and extraordinary
academic periods:
a) Lecture, meeting or seminar: one credit for 01 hours per week during the
regular period (17 hours per period) or equivalent in an extraordinary
period.
b) Practical sessions in laboratories or workshops within the university, with
teacher supervision: one credit for 02 hours per week during the regular
cycle (34 hours per period) or equivalent in an extraordinary period.
c) Practical sessions in environments outside the university, with faculty
supervision: one credit for 03 hours per week during the regular period
(51 hours per period) or equivalent in an extraordinary peroid.
d) If there are other forms, the weight will be agreed in the academic
credits.
The contents, teaching methodologies and aspects of assessment, are rather
flexible and depend on every career academic supervisors and according to the
available resources to help the student achieving the required competencies.
USAT requires that it is structured around the following areas: basic training,
specialized and complementary. The basic curriculum area corresponds to the
subjects on introduction to humanistic culture and institutional propaedeutic courses.
The basic or general knowledge courses are ensuring a solid future conceptual
learning for specific career fields; also serve as an introduction to the culture of the
university and a Christian view of reality. These are subjects that provide the basis
for professional development.
Specialized courses refer to the specific formative proposal of the career and
correspond to subjects that are part of the vocational training itself. The purpose of
this area of the curriculum is to strengthen the student's training as professional and
as a person. Academically, provides a comprehensive view of the own profession in
the world and its relationship with other professions and performances. This area
provides specific training, both scientific and methodological of each profession, and
helps students translate their university education in a vital commitment to truth and
justice, and in the form of a consistent interaction between what he thinks and what
he/she does.
Complementary curricular area considers aspects that ensure the integral formation
of the person and the future professional. It is recommended that the curriculum
covers training aspects related to leadership, the area of languages, artistic, cultural
or sport, the pre-professional and all knowledge that is deemed as essential for the
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formation. This area is the adjective of the vocational training, and is defined as the
structured set of related subjects that specify or supplement professional training in a
particular field.
3.2 Strategies for Assessment of Administration and Procedures
The strategy for assessment of the administration procedures is based on the
accomplishment of the related indicators in the quality evaluation formats set by the
National Assessment and Accreditation Comission for Universities (CONEAU in
Spanish). Our university is still on the beginning of this process and only few careers
are obliged to comply with these indicators. None of our four departments is there.
Still, as the whole institution is going on this path, we are slowly beginning to have
university level systems that measure faculty’s administration procedures
performance. These systems work at the university level and depend on the
academic vice rectory. A comprehensive socialization and communication strategy
for the use and need of these systems is still required at the faculty level; therefore
we will work first on aligning our four departments with the institutional strategic plan
and the Balanced Score Card indicators. Once this alignment is done, we will then
feed the system with our performance indicators and will have a general vision of the
faculty’s performance and compliance with the CONEAU requirements. This year
(2013) will be mainly an evaluation year end next year (2014) we will work on the
achievement of the remaining compliance lacking indicators.
It is a priority for the faculty to remain financially sustainable after the enforcement of
high quality academic standards associated to the accreditation process. There is a
need to foresee the probable scenarios and to analyze possible actions and
outcomes to set according strategies. Financial sustainability should be based on
income generation rather than on cost reductions.
Faculty’s four departments grow differently and have a different demand associated.
The business management department is the largest department of the faculty, with
40% of the alumni. Most of the faculty’s income is generated by this department. The
income generation is coming mainly from the student’s fees both in regular and
additional programs. The other three departments are smaller, being the economics
department the smallest. Currently, each department is measured in a differentiated
basis and those that generate fewer revenues have also a smaller budget for the
following year. I consider this is a mistake and a joint faculty vision should be set.
The faculty total revenue should be considered as a total amount to be shared
according to a defined investment strategy, not necessarily according to the income
generated by each department.
Growing in the number of students or students´ fees will be difficult in the future,
given the growing academic offer and the little differentiation of this offer in the region
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as we are probably facing a high elasticity on the demand side. The best strategy to
generate additional income would be to strengthen the research, consultancy and
external cooperation area. This would allow us to generate additional income apart
from the students’ fees, providing a better risk management and strengthening our
social image.
All additional programs such as professionalization, professional courses,
congresses and master programs should be also powered up with the dedication of
one person that works for the achievement of specific results.
As for internationalization, the strategy proposed will be designed to have an impact
on individuals (mobility) and on the system, to promote internationalization of the
curriculum and research. To achieve this, we will work on the new curricular revision
that will take place this year (2013) to propose some structure, content and
pedagogic modifications with the help of a national specialist who will be hired to give
advice in the beginning of the process and to evaluate the changes proposed to
finally come to an accordingly modified curriculum and graduate profile. This
consultant will also have to define the internationalization policies for the faculty, in
line with the university internationalization office and mission. With this, the strategy
will promote the changes in the system that would enable our faculty to achieve an
improvement of educational quality and relevance and face the new global
challenges. These changes will take approximately one year and new curricular
plans will be put in practice in 2015 when the five year period of the former curricular
plans is over.
Our research management strategy to enforce the system will be based on producing
the required policies to manage and lead research at the faculty. Such policies do not
exist and are necessary to appropriately manage research at any institution, defining
the general and specific conditions in line with the general directions of the university
and its mission. Such policies include knowledge; technology transfer; innovation and
internationalization policies. Technology transfer policies should be set to help
building a closer relationship with the society, promoting its growth and clean
development, helping productive units in their technical improvements and towards
better commerce and production strategies. An initial strategy will require the
collection, processing and sharing of relevant data on technology markets,
researchers, incentive opportunities, patents and publications process. A proper
administrative support for this will be required, helping with the contracts process,
benefits share, patent licensing agreements, etc.
3.3 Personal Action Plan (Part C)
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Financial Management
Strategically, we have already the capacity in our four academic coordinators and
department directors to understand and use appropriate administrative tools for
addressing financial management at the faculty. This capacity will only require to be
strategically oriented and timely structured to be able to use financial information for
the decision making process at the faculty.
We already use the balanced score card (BSC) system at the faculty, but still require
to design an assertive communication system to make the use of this tool to become
a social culture for the faculty members, mainly in the use of measurable indicators
and a result oriented working style.
The action plan will be based on allowing every one at the faculty to have access to
the BSC system in their computers, so they can see in which indicators we are
reaching the proposed performance and in which indicators we still need to improve.
This will make every one at the faculty to feel responsible for the achievement of
these indicators. Additionally, the indicators will be revised at the end of the
academic periods and common strategies will be set with the incorporation of all the
faculty members’ ideas and cooperation.
Internationalization
Internationalization at the faculty should play a strategic role to boost the public’s
quality perception as a faculty in line with the demands of globalization and the
knowledge society; this will play an important role in the differentiation of our service
in the region. Additionally, internationalization could support the financial strategy of
the faculty if we come to effectively use the professors exchange possibilities,
bringing in to our faculty new high quality professors and sending out some of our
current professors to increase and enrich knowledge, international dynamics and
fruitful networking. This will in turn help us building an international standard
teaching, adapted to our local conditions.
The academic coordinators and department directors will be the team directly in
charge of promoting internationalization for the faculty, although research professors
will be the ones in charge for the strategy implementation. We should have at least
one capacity building course per year to build their formal knowledge and strengthen
their vision to lead the professors in this direction.
Internationalization will also require foreign language proficiency in our students and
professors. Our faculty has already started with formal courses on this for the
professors and some departments have a strong second language requirement in
their curricula for the students, nevertheless it is not equal for the four faculty
departments. Besides the changes in the new curricular plans for the four
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departments, the faculty will strongly require the professors to participate in formal
second language trainings. It will also be a requirement for all new full time professor
candidates to demonstrate English proficiency. The main problem will be in the part
time and other faculty’s professors who teach a large number of our courses. The
strategy here will be to propose an additional per hour rate for those professors who
demonstrate the second language proficiency while we give them the time to take
and pass the English courses up to 2015 when we expect to put in practice our new
“international comprehensive” curricular plans.
Adding up the work at the curricular level and the individual capacity building will
push our faculty towards a comprehensive and transversal internationalization
strategy and the achievement of education's quality improvement.
Research Management
Knowledge or human resources policies are important to update researchers’
knowledge and methodologies, attracting talent, promoting researchers’ career and
as a booster of new ideas development. For this, the functioning and promotion of
cooperation grants would be important, with the participation of last year students
who could support research in a cheap and very active manner. Such grants should
be focused on financing travel costs for international research congresses; the
incorporation of young researchers associated directly to specific research tasks in
association with their undergraduate and master thesis; financing specific capacity
building courses; mobility to work with international prestigious researchers through
specific guest researcher programs and the promotion of research careers through
specific support programs at the University, such as a salary improvements or
sabbatical year opportunities.
Innovation policies are important to boost mechanisms of advanced technology
transfer, spaces for technology generating, increase the number of technology based
companies with university origins to contribute with know-how and other research
cooperation for the company.
Finally, the research management system should have a direct link with the
internationalization policies to increase the university research prestige, cooperation
with foreign research groups and fostering other ways for the organization of
research structures, etc. The execution of joint research projects with professors and
students of different countries should be a priority here.
To implement this, the vice Dean will coordinate directly with the research professors’
team to organize and distribute defined actions in a yearly based action plan. Such
action plan should start with the implementation of an internal diagnostic of the
current research achievements, capacities and possibilities, as well as the proper use
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of support policies and offices at the university. The strategy to establish a functional
relationship with the university-industry and international offices should be defined
from the beginning.
Human Resources Management
Human resources management at the faculty is managed by the Vice Dean, who
works in close relationship with the Dean and the department directors. Although
there are formal functions this person/area should accomplish, the timely
measurement of the achievements is not happening. To reinforce the work of this
area, the Vice Dean will have an assistant who will be dedicated to the operative
activities to free some time for the Vice Dean to work on the capacity building, career
follow up and quality increment activities.
The Vice Dean will present an operative plan proposal to the Dean for approval at the
beginning of the year for this year and at the end of the year every following year.
This operative plan will have clear results and indicators to be measured. Follow up
of this plan will be done twice a year by the Dean.
University – Industry Co-operation
This program is currently managed by a university level office, depending directly
from the rector. Our management faculty has not a formal initiative on this area,
although we have implemented different initiatives mainly associated to the graduate
students and courses.
Currently we are working on a project to boost University – Industry Co-operation at
the faculty through the implementation of a business development services area that
should work on the generation of entrepreneurship and new ventures; the
development and transfer of technology to the society and inserting graduate
students in the region. The general objective is to create a business development
service center at the regional level to provide and/or coordinate all services
required by companies in the region for effective positioning and market growth.
This project seeks to create a business service center specialized in offering
technology packages, training, consulting and data services that enhance the
positioning of small and medium enterprises existing in the region, mainly focused
on the agribusiness sector and at a regional level. Specifically, it seeks to create
specialized and innovative business development services and effectively and
efficiently articulate existing business development services in order to lead the
business development services regional market.
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The main weakness of the companies in our region is their incapacity to efficiently
manage the export process, mainly because of the gap between the capacity of
production management and the demands that are required for the positioning of
regional products in the international market. This problem is exacerbated by the
lack of connection among markets, the lack of knowledge of trends in products and
services and the lack of domain of international legal standards. To bridge this gap,
we seek to create an Office for Development, Consultancy and Technology
Transfer at the University Mogrovejo (DATTUM in spanish) in order to improve the
supply of business services to support trade through market consulting services,
transfer technology, data generation, legal and accounting consultany services and
project development training among other services required by companies to
strengthen their position in the international market.
This office will have a differentiated location outside the faculty and will be a branch
of the current industry cooperation office of the university. The office leader will be
appointed by the management faculty Dean and will respond directly to the Dean in
joint coordination with the current university-industry cooperation leader appointed by
the rector.
Quality Management (Teaching/Research/Administration/Degree Monitoring)
For quality management, the strategy will be to continue with the self evaluation and
accreditation process. This process will be the direct responsibility of the department
director with the support of the academic coordinator for each department. Academic
area coordinators will also participate as team members.
For the end of the year 2013, all the quality management indicators should have a
clear measuring system in practice.
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