Name: STRATEGISCHES UNIVERSITÄTSMANAGEMENT: DIE BIBEL eBook
SKU: GUE_e-2-6
Availability: InStock

STRATEGISCHES UNIVERSITÄTSMANAGEMENT: DIE BIBEL eBook

$9.99

Dieses Werk, „Strategisches Universitätsmanagement: Die Bibel“, bietet dem Leser einen praxisorientierten, angewandten und methodischen Ansatz zur Entwicklung eines erfolgreichen Universitätsmanagements, basierend auf Szenarien und Kennzahlen zur institutionellen Wertschöpfung.

Direkt bei Amazon kaufen.

Description
Additional information

Description

Das Buch ist ein fundiertes Werk von großer technischer und akademischer Tiefe, das eine innovative Lösung für eine zentrale Herausforderung von Hochschulen vorschlägt: Wie lässt sich ihr tatsächlicher Wert für die Gesellschaft strategisch steuern und zugleich messbar sowie zukunftsorientiert sichtbar machen? Die Verbindung der Szenariobildungsmethode von Professor Claudio A. Rojo mit der Methode zur Bewertung des Realwerts von Organisationen sowie deren praktische Anwendung in einer vertieften Fallstudie am Campus Toledo der UTFPR verleiht dem Werk einen einzigartigen und hochrelevanten Charakter.

Das Buch behandelt den gesamten Prozess – von der Konzeption der Szenariobildungsmethode bis zur Operationalisierung institutioneller Strategien – mit besonderem Fokus auf Leistungsindikatoren, Studiengangsattraktivität, das akademische Profil von Studierenden und Absolventen sowie auf die Erfassung von Stärken, Schwächen, Chancen und Risiken.

Darüber hinaus zeichnet sich das Buch aus durch:

die Anwendung der ROJO-Methode in der strategischen Formulierung;
die Darstellung einer Matrix institutioneller Attraktivität zur Bewertung von Studiengängen;
die Diskussion der Bewertung wissensbasierter Organisationen mit besonderem Schwerpunkt auf intellektuellem Kapital;
die Bereitstellung von Indikatoren für wissensbasierte Vermögenswerte in den menschlichen, strukturellen, prozessualen und relationalen Quadranten;
die Integration von Instrumenten wie EVA, MVA, Free Cashflow und Finanzanalyse, angewandt auf die strategische Bewertung;
den Vorschlag von Strategien auf der Grundlage von fünf kritischen Managementvektoren: institutionelles Image, Attraktivität, administrative Qualität, organisatorische Netzwerke sowie Forschung und Weiterbildung.

Der Inhalt ist in voneinander abhängigen Kapiteln gegliedert und hebt insbesondere hervor:

strategische Planungsmethodik in der Praxis;
institutionelle Diagnose auf Grundlage realer Daten;
eine Diskussion über Qualitätsmanagement und Wertschöpfung (QMVA).

Ideal für Hochschulmanager, Forschende in der öffentlichen Verwaltung, Ökonomen, institutionelle Planer und alle, die sich der Exzellenz im Bildungsmanagement verpflichtet fühlen, bietet dieses Buch eine solide Grundlage für nachhaltige, wertorientierte strategische Entscheidungen.

Besonderheit: Das Werk nutzt reale Daten des Campus Toledo der UTFPR und verwandelt sie in Bausteine für ein replizierbares strategisches Modellierungsgerüst, das auch auf andere öffentliche oder private Hochschulen angewendet werden kann.

Additional information

Sumário

SUMMARY

1 FROM MISSION TO REAL VALUE – A GUIDE TO THE UNIVERSITY OF THE FUTURE
2 SCENARIO FORMATION METHOD: STRATEGIC STRUCTURING FOR EDUCATIONAL ORGANIZATIONS
3 QUICK IMPLEMENTATION GUIDE – YOUR FIRST 90 DAYS WITH THE STRATEGIC MANAGEMENT METHOD
3.1 PHASE 1: DAYS 1-30 – FOUNDATION AND PRELIMINARY DIAGNOSTICS
3.2 PHASE 2: DAYS 31-60 – SCENARIO ANALYSIS AND SIMULATION
3.3 PHASE 3: DAYS 61-90 – PILOT STRATEGY AND ACTION PLAN
4 STRATEGIC INSTITUTIONAL MANAGEMENT CASE – SIM
4.1 PRESENTATION OF THE UTFPR-TD INSTITUTION
5 STARTING THE SCENARIO FORMATION METHOD
5.1 SCOPE OF THE STRATEGIC UNIVERSITY MANAGEMENT CASE UTFPR-TD
5.2 SCENARIO FORMATION METHOD
5.3 TEAM BUILDING
5.4 MAJOR AREAS OF INTEREST
5.5 PROTOCOL
5.6 RESEARCH DESIGN
5.7 PARTICIPATING RESEARCHERS
5.8 CRITICAL SUCCESS DRIVERS OF UTFPR-TD
5.9 STRENGTHS, WEAKNESSES, OPPORTUNITIES AND THREATS
5.9.1 UTFPR-TD FORCES
5.9.2 WEAKNESSES OF UTFPR-TD
5.9.3 OPPORTUNITIES FOR UTFPR-TD
5.9.4 THREATS TO UTFPR-TD
5.9.5 IMAGE OF THE STRENGTHS, WEAKNESSES, OPPORTUNITIES AND THREATS OF UTFPR-TD
5.10 INSTITUTIONAL ATTRACTIVENESS MATRIX
5.10.1 STAR COURSES
5.10.2 INTERROGATION COURSES
5.10.3 STAGNANT COURSES
5.10.4 COURSES WITHOUT GROWTH PROSPECTS
5.10.5 IN SUMMARY
5.11 UNDERSTANDING THE ACADEMIC AND PROFESSIONAL PROFILE OF UTFPR-TD STUDENTS AND GRADUATES
5.11.1 RESEARCH WITH UNDERGRADUATES
5.11.2 SURVEY WITH GRADUATES
5.11.3 IMPACT OF GRADUATION ON INCOME
5.11.4 EVALUATION OF UTFPR BY ALUMNI
5.11.5 DISCUSSION OF RESULTS
5.12 FINAL MAP, STRATEGIES, OBJECTIVES, GOALS AND OPERATIONALIZATION
6 DESIGNING STRATEGIC INSTITUTIONAL MANAGEMENT UTFPR-TD
6.1 CSD1 – INSTITUTIONAL IMAGE – II (FOCUS ON GENERAL MANAGEMENT)
6.1.1 STRATEGY 1 – INSTITUTIONAL IMAGE MANAGEMENT COMMITTEE
6.1.1.1 Goal
6.1.1.2 Objectives
6.1.1.3 Operationalization
6.1.2 STRATEGY 2 – UTFPR/ENTITIES RELATIONSHIP MANAGEMENT COMMITTEE
6.1.2.1 Goal
6.1.2.2 Objectives
6.1.2.3 Operationalization
6.1.3 STRATEGY 3 – CURRICULUM REFORMULATION AND DEVELOPMENT STEERING COMMITTEE
6.1.3.1 Goal
6.1.3.2 Objectives
6.1.3.3 Operationalization
6.1.4 STRATEGY 4 – STRATEGIC MONITORING COMMITTEE FOR THE UTFPR-TD CASE VALUATION
6.1.4.1 Goal
6.1.4.2 Objectives
6.1.4.3 Operationalization
6.1.5 STRATEGY 5 – REQUALIFICATION OF PHYSICAL AND LABORATORY SPACES
6.1.5.1 Goal
6.1.5.2 Objectives
6.1.5.3 Operationalization
6.2 CSD2 – INSTITUTIONAL ATTRACTIVENESS – IA (DIRGRAD FOCUS)
6.2.1 STRATEGY 1 – ACADEMIC EXCELLENCE STEERING COMMITTEE
6.2.1.1 Goal
6.2.1.2 Objectives
6.2.1.3 Operationalization
6.2.2 STRATEGY 2 – INTEGRATED INSTITUTIONAL MARKETING PLAN
6.2.2.1 Goal
6.2.2.2 Objectives
6.2.2.3 Operationalization
6.2.3 STRATEGY 3 – CONTINUOUS TRAINING AND QUALIFICATION PROGRAM
6.2.3.1 Goal
6.2.3.2 Objectives
6.2.3.3 Operationalization
6.2.4 STRATEGY 4 – ACADEMIC EXCELLENCE PLAN THROUGH TEACHING EXPERTISE
6.2.4.1 Goal
6.2.4.2 Objectives
6.2.4.3 Operationalization
6.2.5 STRATEGY 5 – COURSE DEVELOPMENT AND REFORMULATION STEERING COMMITTEE
6.2.5.1 Goal
6.2.5.2 Objectives
6.2.5.3 Operationalization
6.3 CSD3 – ADMINISTRATION AND INSTITUTIONAL QUALITY – AIQ (DIRECTORAL FOCUS)
6.3.1 STRATEGY 1 – STRATEGIC CAMPUS COUNCIL
6.3.1.1 Goal
6.3.1.2 Objectives
6.3.1.3 Operationalization
6.3.2 STRATEGY 2 – EMPLOYABILITY STEERING COMMITTEE
6.3.2.1 Goal
6.3.2.2 Objectives
6.3.2.3 Operationalization
6.3.3 STRATEGY 3 – PREVENTIVE MAINTENANCE MANAGEMENT COMMITTEE
6.3.3.1 Goal
6.3.3.2 Objectives
6.3.3.3 Operationalization
6.3.4 STRATEGY 4 – DEBUREAUCRATIZATION STEERING COMMITTEE
6.3.4.1 Goal
6.3.4.2 Objectives
6.3.4.3 Operationalization
6.3.5 STRATEGY 5 – STUDENT SOLUTIONS STEERING COMMITTEE
6.3.5.1 Goal
6.3.5.2 Objectives
6.3.5.3 Operationalization
6.4 CSD4 – ORGANIZATIONAL NETWORK AND CONNECTIONS – ONC (DIRECTED FOCUS)
6.4.1 STRATEGY 1 – BUSINESS REALITY PROGRAM AT THE UNIVERSITY
6.4.1.1 Goal
6.4.1.2 Objectives
6.4.1.3 Operationalization
6.4.2 STRATEGY 2 – SUCCESS INCUBATOR PROGRAM
6.4.2.1 Goal
6.4.2.2 Objectives
6.4.2.3 Operationalization
6.4.3 STRATEGY 3 – TEACHER MENTORING PROGRAM FOR GRADUATES
6.4.3.1 Goal
6.4.3.2 Objectives
6.4.3.3 Operationalization
6.4.4 STRATEGY 4 – STRENGTHENING PARTNERSHIPS WITH LOCAL AND REGIONAL COMPANIES
6.4.4.1 Goal
6.4.4.2 Objectives
6.4.4.3 Operationalization
6.4.5 STRATEGY 5 DEVELOPMENT OF THE ACADEMIC ENVIRONMENT
6.4.5.1 Goal
6.4.5.2 Objectives
6.4.5.3 Operationalization
6.5 CSD5 – RESEARCH AND CONTINUING EDUCATION – RCE (DIRPPG FOCUS)
6.5.1 STRATEGY 1 – MANAGEMENT COMMITTEE FOR SELF-ASSESSMENT OF POSTGRADUATE COURSES
6.5.1.1 Goal
6.5.1.2 Objectives
6.5.1.3 Operationalization
6.5.2 STRATEGY 2 – POSTGRADUATE CURRICULAR DEVELOPMENT STEERING COMMITTEE
6.5.2.1 Goal
6.5.2.2 Objectives
6.5.2.3 Operationalization
6.5.3 STRATEGY 3 – CREATION OF NEW MASTER’S AND DOCTORAL PROGRAMS
6.5.3.1 Goal
6.5.3.2 Objectives
6.5.3.3 Operationalization
6.5.4 STRATEGY 4 – UTFPR-TD RESEARCH PROMOTION FUND
6.5.4.1 Goal
6.5.4.2 Objectives
6.5.4.3 Operationalization
6.5.5 STRATEGY 5 – CAMPUS PUBLICATIONS STEERING COMMITTEE
6.5.5.1 Goal
6.5.5.2 Objectives
6.5.5.3 Operationalization
7 UNITECH CASE – ROJO METHOD
7.1 LEVEL 1 – OBTAINING CRITICAL DRIVERS
7.1.1 DETERMINATION OF PARTICIPANT SELECTION PARAMETERS
7.1.2 SELECTION OF PARTICIPANTS
7.1.3 QUESTIONNAIRE PREPARATION
7.1.4 QUESTIONNAIRE DISTRIBUTION
7.1.5 THE FIRST ROUND OF DELPHI
7.1.6 THE SECOND ROUND OF DELPHI
7.1.7 THE THIRD DELPHI ROUND
7.2 LEVEL 2 – COMPETITIVE INTELLIGENCE
7.2.1 CHOOSING TOOLS FOR COMPETITIVE INTELLIGENCE
7.2.2 ANALYSIS BY UEN OF THE UNITECH POSTGRADUATE SECTOR
7.2.3 SWOT ANALYSIS OF UNITECH'S POSTGRADUATE SECTOR: SW
7.3 LEVEL 3 – SCENARIO SIMULATION
7.4 LEVEL 4 – STRATEGY FORMULATION
7.5 LEVEL 5 – ACTION PLAN
7.6 SUMMARY OF THE APPLICATION OF THE ROJO METHOD
8 WHY IS DETERMINING REAL VALUE ESSENTIAL FOR ORGANIZATIONS?
8.1 COMPETITIVE ADVANTAGES
8.2 COMPETITIVENESS IN ORGANIZATIONS
9 VALUATION OF KNOWLEDGE-BASED ORGANIZATIONS: THE IMPORTANCE OF EVALUATING MODERN ORGANIZATIONS
9.1 KNOWLEDGE
9.2 THE KNOWLEDGE SOCIETY
9.3 KNOWLEDGE ORGANIZATIONS AND WORKERS
9.4 KNOWLEDGE CREATION AND MANAGEMENT
9.5 VALUATION
9.6 CREATING VALUE IN ORGANIZATIONS IS ESSENTIAL FOR SUSTAINABLE GROWTH AND SUCCESS
9.7 KNOWLEDGE-BASED ASSETS ARE HIGHLY VALUED BY ORGANIZATIONS
10 IS INTELLECTUAL CAPITAL THE SUM OF THE KNOWLEDGE OF EVERYONE IN AN ORGANIZATION?
10.1 CASE KNOWLEDGE SYSTEMATIZATION
11 NATURE OF KNOWLEDGE ASSETS
11.1 KNOWLEDGE ASSET CLASSIFICATION
11.2 CORE COMPETENCIES OF KNOWLEDGE ASSETS
12 KNOWLEDGE ASSET GROUPINGS
13 DRIVERS FOR KNOWLEDGE ASSETS
13.1 DRIVERS FOR THE HUMAN QUADRANT
13.2 DRIVERS FOR THE PROCESS QUADRANT
13.3 DRIVERS FOR THE STRUCTURAL QUADRANT
13.4 DRIVERS FOR THE RELATIONAL QUADRANT
13.5 KNOWLEDGE ASSET MEASUREMENT
14 KNOWLEDGE ASSET MEASUREMENT PROCESS
15 ESSENTIAL VALUATION TOOLS
15.1 FREE CASH FLOW CALCULATION – FCF
15.2 ECONOMIC VALUE ADDED – EVA
15.3 AGGREGATE MARKET VALUE (MVA)
15.4 COST OF CAPITAL
16 ECONOMIC-FINANCIAL ANALYSIS
16.1 LIQUIDITY RATIOS
16.1.1 CASH RATIO
16.1.2 CURRENT RATIO
16.1.3 NET WORKING CAPITAL
16.1.4 QUICK RATIO
16.2 DEBT RATIOS
16.2.1 THIRD-PARTY CAPITAL OVER TOTAL RESOURCES
16.2.2 THIRD-PARTY CAPITAL OVER EQUITY CAPITAL
16.2.3 SHORT-TERM DEBT TO TOTAL DEBT
16.2.4 PROPERTY, PLANT, AND EQUIPMENT ON EQUITY
16.3 PROFITABILITY RATIOS
16.3.1 NET MARGIN
16.3.2 EBITDA MARGIN
16.3.3 RETURN ON ASSETS (ROA)
16.3.4 RETURN ON EQUITY (ROE):
16.4 STRATEGIC DRIVERS
16.4.1 EQUITY VALUE OF THE SHARE
16.4.2 P/E (PRICE TO EARNINGS)
16.4.3 PRICE TO BOOK VALUE PER SHARE (P/B)
16.4.4 WORKING CAPITAL REQUIREMENT (WCR)
16.4.5 KANITZ INSOLVENCY FACTOR
16.5 ECONOMIC VALUE ADDED – EVA
16.6 AGGREGATE MARKET VALUE – MVA
16.7 OPINION REPORT
16.8 POSSIBLE DECISIONS USING KNOWLEDGE OF ECONOMIC-FINANCIAL ANALYSIS
16.9 POSSIBLE STRATEGIES FOR EXECUTING THE DECISIONS LISTED IN DECISIONS IN WHICH KNOWLEDGE OF ECONOMIC-FINANCIAL ANALYSIS IS USED
17 VALUATION METHOD: REAL VALUE OF THE ORGANIZATION
17.1 INTANGIBLE ADJUSTED RESULT (IAR)
17.2 CANVASS OF INTANGIBLE VALUE (CIV)
17.3 CANVASS OF INTANGIBLE COEFFICIENT (CIC)
17.4 EQUITY AT MARKET VALUE (EMV)
17.5 REAL VALUE OF THE ORGANIZATION
18 UNCOVERING ADDED VALUE: A REAL CASE STUDY AT ITAIPU TECHNOLOGICAL PARK – DISCOVERING THE ORGANIZATION’S REAL VALUE
18.1 PRESENTATION OF THE ITAIPU TECHNOLOGICAL PARK – PTI
18.1.1 LABORATORIES AND CENTERS – PTI FOUNDATION
18.1.2 INFORMATION AND COMMUNICATION TECHNOLOGY (ICT) STRUCTURE
18.1.3 RESEARCH AND DEVELOPMENT
18.1.4 PAULO FREIRE LIBRARY
18.1.5 EVENTS
18.1.6 EDUCATION AND EXTENSION
18.1.7 ITAIPU TOURIST COMPLEX (CTI)
18.2 ANALYSIS OF THE FINANCIAL STATEMENTS
18.2.1 LIQUIDITY ANALYSIS
18.2.2 DEBT RATIOS
18.2.3 PROFITABILITY ANALYSIS
18.2.4 SOLVENCY ANALYSIS AND CONTINUITY CONDITIONS OF PTI
18.2.5 OPINION
18.3 INTANGIBLE ADJUSTED RESULT(IAR)
18.4 CANVASS OF INTANGIBLE VALUE (CIV)
18.5 CANVASS OF INTANGIBLE COEFFICIENT (CIC)
18.6 ASSESSMENT OF KNOWLEDGE ASSETS (AK) OF THE ITAIPU TECHNOLOGICAL PARK (PTI)
18.7 CALCULATION OF THE REAL ORGANIZATION VALUE (VRO) OF THE ITAIPU TECHNOLOGICAL PARK (PTI)
18.8 CONSIDERATIONS
19 QUALITY AND ADDED VALUE MANAGEMENT
19.1 BUSINESS FROM A QUADRANT PERSPECTIVE
19.2 INDICATOR-BASED MANAGEMENT
19.3 QUALITY AND ADDED VALUE MANAGEMENT (QAVM)
19.4 APPLICATION OF QAVM
19.5 PHASES OF IMPLEMENTING CONTINUOUS IMPROVEMENT
19.6 POSSIBLE DECISIONS USING KNOWLEDGE IN QUALITY AND ADDED VALUE MANAGEMENT (QAVM)
19.7 POSSIBLE EXECUTION STRATEGIES FOR QUALITY AND ADDED VALUE MANAGEMENT (QAVM)
20 REFERENCES
21 APPENDIX A – MIND MAP OF THE WORK STRATEGIC UNIVERSITY MANAGEMENT: THE BIBLE
21.1 OBJECTIVES OF THE WORK
21.2 PROPOSED INNOVATIVE MODEL
21.3 AUTHORS
21.4 CASE STUDY
21.5 STRUCTURE OF THE WORK (THEMATIC BLOCKS)
21.6 TARGET AUDIENCE
21.7 DIFFERENTIALS
21.8 ACKNOWLEDGMENTS
21.9 THEMATIC BLOCKS MAIN CHAPTERS