Citec an Academic Community Commerce Essay
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Citec An Academic Community Commerce EssayFor assignment help please contact
at [email protected] or [email protected]
CITEC is an academic community committed to the education and overall
development of the individual. The following ideals establish a model of
conduct for our members.
Commit to the ongoing pursuit of intellectual and personal development;
realising that life is a continuing process of growth, I challenge myself to
learn, to examine critically my beliefs and goals, and to be the best I can
be.
Increase my awareness of individual and cultural differences and
similarities;
Aware that our strength is our diversity and that each individual is
endowed with unique gifts, I choose to be attuned to the strength of each
individual. I will seek new ways to learn about others, to challenge
stereotypes, to recognize the human similarities that bond us together as
people, and to respect and value the differences instead of criticising
them.
Take responsibility for all my actions; Recognizing that my actions affect
others, I will be aware of and adhere to campus policies, make conscious
choices, act with intention, and understand and accept the consequences
of my own behaviour. I will not make excuses or blame others for my
actions.
Esteem the dignity, rights and property of all people; recognising that I
am an individual among a community of individuals, I will strive to treat
others as I want to be treated, I will be considerate of others' freedom to
express themselves and respectful of others' choices and lifestyles.
Cultivate a climate of care, concern and civility for others; I will
contribute to a campus atmosphere characterized by friendliness,
welcoming attitudes, cooperation, equity and appreciation for others.
CITEC Futuristic Plan
L.O.1 (a) Explain and analyse external factors affecting CITEC.
On the onset we have to analyse how stable is the external environment
for the college or its Students?
Will government policy influence laws that the level of education?
What is the government's policy on the education?
The impact of employment laws
The impact of environmental regulations
Political stability (internally and externally)
Decision-making structures
Economic growth
Interest rates
Inflation rate
Budget allocation
The level of inflation
Employment level per capita
Long-term prospects for the economy and the impact upon funding for
education
Population growth rate
Age distribution
Career attitudes
Internal/external emphasis on safety
Internal/external attitudes to change
What is the stakeholder expectation of the college?
What is the perceived impact upon the college and external
stakeholders?
How are views expressed?
How does the college respond to such views?
Technology
Rate of technological change
Perception of technological change within the college
Stakeholder expectation
Does technology allow for the services provided by the college to be
created cheaply and to a better standard of quality?
Do the technologies offer users / stakeholders more innovative services
from the college?
How is information/decision-making distribution changed by new
technologies?
Does technology offer the college a new way to communicate internal
and external users / stakeholders?
Does technology offer the college an opportunity Customer Relationship
Management?
AN EDUCATION PERSPECTIVE ON IMMIGRATION
Political:
Institutions do recognises the efforts the government is taking and facing
difficult situation in trying to protect UK borders from security threats,
and the pressure being put on public services that migration can
contribute unfavourably. It is thus vital for the government to distinguish
between those migrants who fall into these categories and those who do
not, those who in fact add to the growth of the UK economy through their
ongoing tax payments, and their innovation. It is best to follow a market-
based approach that reflects the economy's needs.
Social:
The monetary benefits that international students offer derive not only
from tuition fees but largely through their living costs. It is estimated
that the average living cost per international non-EU student brings net
cash benefit of about £17,900 per annum according to "Forecasting
International Student Mobility", British Council. This is not to mention
the off-campus expenditure of international students attending UK
universities whose estimated expenditure is £2.3 billion and who in 2007-
08 generated £3.3 billion of output across the economy. The multiplier
effect of the money generated though our higher education sector is vast.
To start placing limits on visas to migrants during a currently fragile time
in our economy's history is not in keeping with the country's best
interests.
Studying in UK has its own benefits like international relations, they go
back with UK's culture and system, and moreover they become UK
brand. Â Â They also boost trade and enterprise opportunities.
Students get good exposure, mannerism and also learn to speak very
good English if not fluent. This only a good institution can deliver.
Economical:
Education is a vital export for UK's economy. It is currently the second
biggest market share of international students after the United States.
Because of royalty, leaders and world's top thinkers and practitioners it
has earned its reputation and manages to attract thousands of
international students every year. The revenue earned through
international students adds significantly to the UK's economy. In fact, on
tuition fees alone the UK gained a staggering £1.245 billion in 2004-05
according to Vickers and Bekhradnia,
Restriction on Tier I and Tier II will discourage the finest calibre
undergraduates and postgraduates from. Many will be disheartened by
the fact that they can no longer apply for the Post Study Work Route
eventually in the coming years. Consequently, this will signify a reduction
in graduate applications at Tier I, which will serve a major blow to the
economy. If the demand cannot be met due to government rules it will
curb the number of business graduates to the UK. Also, the institutions
will lose the entrepreneurial talents available, damaging the competitive
edge across the globe.
The desire of international students to be educated in the UK will
diminish and create a downward trend.
Students will have to be trained according to the skill base that are
required and recruited from abroad, so that in 3-5 years students will
have the skills they need in-house. In the long run this strategy will be
beneficial.
The billions of pounds are brought in by genuine students that add to the
economy which is very much-needed. If PSW will be stopped then
students will slowly move and are moving towards other countries like
Australia, Canada.
Technology:
The evolving new technologies has a growing and direct impact on a
number of areas - in particular, the delivery of education and the
provision of student support systems, both in the UK. The need is to
exploit the potential of such technologies to the full. Prospective
international students regularly turn to the internet as their primary
source of detailed information on global education opportunities. The
challenge is to keep pace with internet developments and manage
marketing and delivery efforts accordingly.
Legal
Rees and Porter (1998:209) suggested that "Those providers who take an
ethnocentric approach, who do not take account of the special needs of
international students, and who do not fulfill their sales promises are
likely to be just as much at risk as exporters in any other market."
LO.1(b) Analyse the expectations of a shareholder and other stakeholders
of CITEC.
Key Stakeholders
Expectations
Action
Success
measure
Students and Parents
A valued degree - leading to further graduate level employment.
A good, caring, safe student experience, with quality accommodation and
facilities. High standards of teaching and academic support.
A school to be proud of and retain involvement.
Creating and enforcing add+vantage programme, placements and
internships.
Advisory Point for new Student.
Focus on student satisfaction, completion and employment.
Student numbers
Completion percentage
Position in the market
Student satisfaction percentage
Positive destination percentage
Employers Businesses
Employable students with right skills and capabilities.
Partnership working.
Research with beneficial, measurable impact on their organisation.
Add+Vantage programme
Global Leaders Programme
Graduate-level employment percentage
Global Leaders Programme
Work experience targets met
Administration Staff and Management
Solutions to issues
identified through
surveys and other
means.
A successful, financially
sound and well managed
school
with good, long-term
prospects.
Successful career
development.
Pay and Reward
Scheme and
appraisal system.
Leadership
development
programme.
Estates Strategy and
related investment.
Employee satisfaction percentage.
retention levels.
promotion within
and to posts outside
the college.
Lecturers
Clear briefs and
efficient, IT-enabled
processes.
Opportunity to develop
deeper/broader
relationships with the
college.
SMART processes and
procedures.
Procuring and Implementing College policies.
Outcome of strategic
planning.
Borough /Community
A successful flourishing
college, raising the
profile of the city,
bringing business/
employment to the city,
and its economy
Joint profile-raising.
Support for City
initiatives.
Investment in Estates
development and land
acquisition.
Joint engagement in cultural events and
programmes.
Estates investment.
Student numbers
New jobs created.
Funding for
research projects/
programmes
LO. 2.a) Reflect existing business plan of CITEC/MBS on BCG Matrix or PLC curve
http://www.soopertutorials.com/wp-content/uploads/2009/03/product-life-
cycle-2-thumb.gif
Courses thought at MBS/CITEC
Introduction:
Boston University
Growth
HND Business
HND Computing
HND Health &Social Care
Maturity
EDSML
HND Hospitality
Decline:
APDMS
Product Life Cycle Definition: A product life cycle refers to the time
period between the launch of a product into the market till it is finally
withdrawn. In a nut shell, product life cycle or PLC is an odyssey from
new and innovative to old and outdated! This cycle is split into four
different stages which encompass the product's journey from its entry to
exit from the market.
This is based on the all familiar biological life cycle, wherein a seed is
planted (introduction stage), germinates (growth stage), sends out roots
in the ground and shoots with branches and leaves against gravity,
thereby maturing into an adult (maturity stage). As the plant lives its life
and nears old age, it shrivels up, shrinks and dies out (decline stage).
Similarly, a product also has a life cycle of its own. A Boston MBA
programme is on the launching phase into the School which is due to
corresponds to the introduction stage. HND Business, HND Computing,
HND Hospitality and HND Health &Social Care has already gained
popularity and is on the progression stage. Further, with increasing
number of students and the immense popularity of the course EDSML
has gained enough student interest and is stable in the market. This is
called the maturity stage. However, because of the Edexcel and Boston
programme being overpowered by recent UKBA requirement APDMS has
soon become obsolete and needs to be withdrawn. This is the decline
phase.
LO.2(c) CITEC SWOT Analysis
Analysis tools such as Strengths, weaknesses, opportunities and threats
are usually used in businesses and organisations to assess the potential,
responsibility, problems faced and milestone of marketing plans and its
strategies used to enhance its business. SWOT analyses have many
applications in addition to those stated below
Strengths
The strengths section of a SWOT analysis should seeks for the internal
strengths in the organisation. See Addendum 1: SWOT Analysis on
CITEC.
Weaknesses
The weaknesses section of a SWOT analysis ought to be the internal
factors that are weak within an organisation.
Opportunities
The opportunities section of a SWOT analysis is the external environment
of an organization. The opportunities should involve distant to local
causes that could lead to growth or improvement.
Threats
The threats section of a SWOT analysis is again the external environment
of an organization. The threats could be from local or distant, decline or
harm to the college current growth or status quo.
LO.3. Recommending different options in strategic
Competitor(s) Analysis
Using different strategic modelling tools create strategic options to form
the basis of future organisational strategy.
Reviewing potential options recommend a strategy plan that includes
resource implications
Develop a suitable organisation structure which will support your
strategic plan.
Current Competitor for MBS/CITEC are
E-Thames
Guildhall College
Churchill
London Sam College
Strategic Intent
Be dominating player, overtake the present player and be in top four by
moving up a notch.
Market Share Objective
Aggressive, acquisition, internal growth, hold on to share
Competitive Position
Getting stronger, well entrenched able to maintain position, stuck in
middle, struggling, retrenching
Strategic Posture
Mostly offensive, defensive, combination, aggressive risk taker, follower
Competitive Strategy
Low cost leadership, focus niche - high end, low end, differentiation -
quality, service, technology, image, value for money etc
The basic purpose of this research will give an impression of the current
situation in the education industry. Recently, the pressure of competition
had increased, due to the entrance of new institutions into the industry.
In a bid to survive with such condition most of the college/universities
become customized in nature, as they plan according to the need of their
students. Nevertheless when it comes to the implementation of new
strategies; every institution has to adapt to a much careful approach.
Like any other industry, education division has strategic options when it
comes to decision making. In education industry a Strategic Plan is like a
product to the entire process of Planning. In view of the fact that the
income generated from student fees gives the economy future security.
Planning is vital where MBS/CITEC configures its future path. It is of
utmost important to have a very clear vision set in mind before planning
and implementing decision in the entire procedure to achieve goals.
Starting from the wider context, the back bone of options and planning
perspectives according to Tsiakkiros and Pashiardis, (2002) "is the word
Strategy, which comes from the Greek word Strategos, which means: a
general and the leader of the army". Now days according to Byars (1991)
"this word Strategy is used to describe the steps taken by an
organization in achieving its objectives and missions". Sequentially
Dobson and Starkey,(1994) state that "the mission is the first step of the
strategy process that defines the long term vision of the organization".
It is essential for CITEC/MBS to have demand in the market by building
its image. A brand is created on the basis of Input, Process and Output.
Input here means dedicated faculty members, service and facilities
provided to students and departments. Process is the degrees/certificate
offered by the college and research. Outputs are the results produced by
students by graduation from the college. Strategic Management of the
college can be analysed and examined on its impact of plan that the
institution adopt. To get the plan right it is crucial to observe that the
Input of the institution is enough to fulfill the market need, the procedure
implemented is proficient and the output is good enough to create a
Brand in the market.
Davies and Ellison (1992) state that "The school development plan should
provide the mechanism for defining a school's aims and translating these
into effective education. Activities can be sub-divided into core elements
which represent the main purpose of the school and support elements
which facilitate the effective operation of the core elements". The plan
gives an overview of the position of the institution in the current scenario
and will enable to develop the future plans taking into consideration the
available resources. PEST has been (political, economic, social and
technological) changing constantly and rapidly even in the education
sector. Thus it is suggested that all strategies applied to the institution
have to be flexible in nature. As mentioned by Drucker, (1993), "What
will be taught and learned; how it will be taught and learned; who will
make use of schooling; and the position of the school in society - all of
this will change greatly during the ensuing decades. Indeed, no other
institution faces challenges as radical as those that will transform the
school". The voyage from the mission statement to the implementation of
knowledge is important, that has to be performed with suitable planning.
The Three Stage Model:
In 1995, Davies and Ellison created a Three Stage Model, which
highlighted the need for proper channel of planning. According to Davis
and Ellison, (1995) in order to create a vision of an institution it is
essential to do some future assessment. Thus by creating a future Vision,
management of the institution can then plan and create a long term
strategy according to the future vision. This helps in efficient utilization
of resources and it also gives a clear approach to the management.
1) Future Planning:
Various authors such as Beare and Slaughter (1993); Handy, (1994);
Hargreaves, (1994); Gerstner, (1994) and Caldwell, (1997) have
observed, understood and worked on the Future Planning of institutions.
In brief Davies, (1997) states that: the Future Planning requires constant
development in the testing methods, as well as the Curriculum. The
comparison of the inflow and the outflow, verifies the gain in the future.
Thus increased performance in the future brings more funds; here
income is balanced with service. Different types of degrees or services
provided by institution in the future gives them an edge. This increases
the number of choices available to the student.
2) Strategic Planning
Strategic planning is the key of any institution's prosperity. The basic
procedure is to compare the present methodology with other education
institutions methods which will reveal its current position in the
education sector. According to Fidler, (1989) strategic planning "is a
process for creating and choosing a particular strategy to respond to
future events and plan how to implement it".
Johnson and Scholes Model:
In this paper Johnson and Scholes Model (1993) will be applied for clear
understanding of the concept. The model encompasses of three key
stages of strategy and these are further divided into interrelated
branches. They are: Strategic Analysis, Strategic Options, and Strategic
Implementation.
Strategic Analysis refers to the present status of the institutions in the
education sector. The position gives a clear vision related to the short
term and long term goals that enables the institution to formulate
different strategies in the interest of the stakeholders and society.
Strategic Options mainly comes from making strategic Choices. Available
Options are recognised, analysed and evaluated seeking its feasibility. In
the Johnson and Scholes Model, strategic choices are further sub-divided
into three categories which are related to the: suitability, acceptability
and feasibility of each option. Chosen option would have certain
properties which will support the future plans. Sustainability will
determine lack of variety of programs in the education sector. Sticking to
the institutions main values and goals is Acceptability. In terms of
Feasibility, the option should be affordable for the institution.
Strategic Implementation is the stage where all the recourses and
arrangements are made with respect to the selected strategy. Here
strategic change and the nature of the newly adopted method is reviewed
(Johnson and Scholes, 1993)
3) Development Planning:
Development stage basically means strategic implementation. This stage
is the most vital part of the entire planning procedure i.e performing it.
According to Johnson and Scholes (1993), barriers faced by the
administration during the strategic implementation stage are, lack of
planning and allocation of resources, or even supervision of the new
strategic change in to the environment. Knight, (1993) states "to achieve
a strategy, resources will be required and will need to be allocated".
Therefore the proper allocation of resources plays the game.
Most institutions adopt new strategies in order to gain competitive edge
over their competitors. In the bid to survive in the education sector it has
to quickly realise the need for a service in the industry, identify the range
of possibilities creating strategic options, acquiring the optimistic
strategy considering the internal and external related factors and then
applying the selected strategy on the institution. Thus in order to stand
out of the crowd, every institution has to remodel its self (Kyla¨heiko
and Sandstro¨m, 2007). Kyla¨heiko and Sandstro¨m, (2007) define
the strategic options as "A (strategic) option is the right, but not the
obligation, to take a (strategically important) action in the future.
(Strategic) options are valuable when there is uncertainty. Many
strategic investments create subsequent opportunities that may be taken,
and so the investment opportunity can be viewed as a stream of cash flow
plus a set of (strategic) options".
What are the Options?
In the present scenario the best option is to delay the decision until the
right time arrives in the market considering the internal and external
factors into account. The options usually come with the uncertainty as
the more the uncertainty is in the market the more are the options. The
only golden rule is to minimise the risk and maximise the profits. To
avoid the risk, option to delay can be used with low investment or
alternatively there is an option to discard the entire strategy. Strategic
flexibility will help the institution to reduce the risk and maintain its
profit level. Strategic options do give the administration a vision to see
the external environment clearly (Kyla¨heiko and Sandstro¨m, 2007).
Turbulent Environment:
The main reason of planning and looking for strategic options is to keep
abreast with the environment. At times the nature of industry becomes so
unpredictable that it becomes difficult for any institution to move ahead.
As Boisot, (1995) discusses such environment as "Turbulent
Environment" and he states that "Preparing for turbulence: the changing
relationship between strategy and management development in the
learning organisation". The problem is the nature of change the
institution has to go through to have an edge. As Beer and Nohria, (2000)
states that "Even with a clear and desirable future state in mind it can be
enormously difficult for large, complex organizations to reinvent
themselves".
Strategic Flexibility:
Strategic flexibility is a necessity for every institution in a bid to survive
in this industry. As Chakravarthy, (1982), (1986); Evans, (1991);
Greenley and Oktemgil, (1998) has mentioned that "Strategic flexibility is
the ability of firms to respond and successively adapt to environmental
change". Generating new policies on the basis of strategic options ends-
up rewarding a name in the industry (Combe and Greenley, 2003)
Transnational education (TNE): there are great opportunities for UK in
the rapidly expanding market for overseas delivered programmes.
However, there are barriers to capitalising on the current position,
including financial institutional, strategic and resourcing limitations. A
better understanding of the breadth of possibilities will facilitate decision
making.
Demand for TNE is forecast to grow even faster than that programmes
within the UK, but there are considerable associated risk. It is inevitable
that competition in this area will grow fast. TNE refer to the courses of
study undertaken by transnational students. Where the education
provider establishes a presence in another country, cross-border supply
i.e distance learning (including e-delivery), franchising, validation,
licensing, twinning and partnership arrangements, offshore or overseas
campuses etc. Maintaining strict QAA is essential for all programmes.
To maximise the benefits this school it will need to integrate their
international strategy with objectives for the home market. Diversity is
essential with reference to international students for UK for various
reasons:
Economic: diversification of source countries for students helps
institutions to reduce risk
Academic: diversity within the teaching environment provides benefits
associated with the internationalisation of the learning processes and
research. These include country and regional specific projects and
programmes, language and culture; international comparative education;
economic, social and political systems etc.
Political: enhanced diversity will help extend the UK's international
political, economic and social networks and the associated influence of
these
Socio-cultural: these are potential internationalisation benefits for UK
communities through encouraging closer engagement with international
student populations. Meeting the imperatives of diversity, both country
and regional, will provide difficult challenge. There are strong reasons
for growing such diversity from a sector, institutional and student
viewpoint and the choice of approach will require a delicate balance. In
terms of spread by subjects and levels, there is potential to diversify
which could benefit both UK institution and the student.
Meeting the needs of international students: Students who are unable to
undertake a course of study overseas for whatever reason (financial,
family, professional etc.) will benefit through being able to undertake a
quality assured UK programme in their home country, the final
qualification being recognised by both government and employers. They
will also benefit from the flexibility of delivery mechanisms and learning
options designed to meet their personal circumstances.
L.O.4 Developing and Implementation of Strategic Plan
Develop appropriate vision and mission statements and justify core
organisational values (ethical, cultural, environmental, social and
business) with the current business objectives.
Develop agreed management objectives and a schedule to implement
your strategic plan and discuss who are the stakeholders you would be
involving to gain their support and commitment for new strategy
Develop measures for evaluating strategic plan and how you are planning
to monitor and evaluate it.
New Mission: Meridian Business School delivers learning and teaching
experiences that inspire the lifelong pursuit of educational, professional,
and personal goals.
Vision: To create a brilliant future for the School in which the students,
faculty and staff flourish. MBS to be a leading private institution; well
known for the competence in the borough for graduates and
undergraduate students and faculty who value excellence in teaching,
learning and activity.
The long-term aims are:
To explore new areas of study and research for development and
enhancement.
To continue with the wellbeing of the college system, allowing the school
to combine the economies and future facilities to incorporate.
To provide quality education and training of quality to under degree and
postgraduate level.
To encourage applications from students of the highest caliber from
overseas
To be more widely accessible, both by broadening recruitment to its
degree courses, and by expanding the opportunities for life- long learning
including high-quality post-experience vocational courses and other
online courses leading to awards
To conserve, enhance, and utilise fully its special resources including its
libraries.
To maintain close collaboration with industry and the professions in
pursuing research
Continuously to review teaching and monitor academic standards.
MBS needs to adopt and underpin their vision.
By providing a framework for how we treat /respect student and other co-
workers
Provide a skeleton for achieving the vision with efficiency and
effectiveness
Values at work are increasingly important because;
Maintaining value at the stressful time and when there is cultural change
Values varies, however few core values defines behavior that support the
vision, shapes the organisational culture, and reflect what the institution
actually values.
Teamwork
Honesty
Excellence
Commitment
Ownership
Recognition
Student Service
Professionalism
Personal development