An institutional self-assessment for developing a college or university strategic plan would have to include a measure of institutional autonomy, a common as well as unique offering of courses so as to make the university both competitive among others in the marketplace and differentiated—which allows an organization to stand out and define itself (Trout & Rivkin, 2006); it would have to include a measure of the university’s commitment to excellence as well plus the freedom to pursue the goals it sees fit for its students and staff.
Leaders could incorporate Alexander’s four characteristics by first developing a mission statement in which the key components of the four characteristics are included as guiding principles and values to ensure that the university always has this clear, concrete and public mission statement to serve as a visible guide and measure of success. Leaders could also turn to an external facilitator to assist in the self-assessment process. As Conservation Gateway (2018) points out, “it is most effective to use an external facilitator the first time the Self-Assessment is implemented” because the external facilitator can help to design “the most appropriate self-assessment process” for the university’s particular aims and intentions. The external facilitator helps to promote the objectives of the university by focusing on future development options as well as by “providing contextual information on specific indicators in the tool, facilitating the exercise itself, documenting the assessment process, and assisting the organization to identify the best approaches for meeting its improvement targets in the form of an action plan” (Conservation Gateway, 2018). With the help of a facilitator, a university can reduce the risk of partisanship, confirmation bias, and stagnation.
History and politics may influence a leader’s planning in the sense that today’s...
References
ASPA. (2018). Accreditation. Retrieved from http://www.aspa-usa.org/wp-content/uploads/2015/02/ASPA_AccreditationElements_Jun12.pdf
Conservation Gateway. (2018). Institutional self-assessment. Retrieved from https://www.conservationgateway.org/ConservationPlanning/partnering/cpc/Documents/InstitutionalSelfAssessment.doc
Hammond, J. S., Keeney, R. L., & Raiffa, H. (1998). The hidden traps in decision making. Harvard Business Review, 76(5), 47-58.
Trout, J. & Rivkin, S. (2006). Differentiate or die. In The marketing Gurus (ed.Murray). NY: Penguin.
" (Patterson, 2003) However, such hypothesis are not scientifically testable unless populations in Malta are surveyed to determine the influence Western political thought has had on their own belief system and on how Malta citizens see their ability to influence political decision-making. According to Bebbington (2009), "The environment has become both a vehicle and an objective of contentious Focus on institutional failures is very much in line with arguments around theories
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The survival of Jordanian monarchy is determined by its capability to capture power and regulate over the political process, its efficacy in stabilising the negative forces of trans-national ideologies on the domestic arena between the early 1950s and the early 1970s coupled with the coming out of a feeling of loyalty to the state and nationhood etc. (Salloukh, 1996) King Hussein is magnanimous than the Jordan itself. The great talent
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