Вы находитесь на странице: 1из 22

Malcolm Baldrige Analysis on Independent University, Bangladesh

Prepared for: Dr. Muhammad ZiaulhaqMamun Course Instructor Quality Management (P404)

Prepared by: Samira Saba RH 01 ShamjidSiraj ZR 05 Mohammed Masudur Rahman ZR 07 AhnafZabee ZR 35 SikdarTirthaPritam ZR 44 Mohammad Sakib Khaled ZR 55 BBA 18th Batch

June 22, 2013 Institute of Business Administration, University of Dhaka

LETTER OF TRANSMITTAL
June 22, 2013

Professor Dr. Muhammad ZiaulhaqMamun Course Instructor Quality Management (P404) Institute of Business Administration University of Dhaka Dear Sir: We hereby present our research paper titled Malcolm BaldrigeAnalysis on Independent University, Bangladesh authorized by you as a requirement for this course. In this report, we have tried to evaluate Independent University, Bangladesh according to guidelines of Malcolm Baldrige Performance Excellence Program for Education 2011-2012. We are thankful to you for your assistance throughout the time during which we worked on the paper and sincerely hope that we would live up to your expectations regarding the quality of our work. We will be available for any further clarification upon necessity. Sincerely,

Samira Saba Roll: RH-01 Batch: 18


th

ShamjidSiraj Roll: ZR-05 Batch: 18


th

Mohammed Masudur Rahman Roll: ZR-07 Batch: 18th


____________________________

____________________________

____________________________

AhnafZabee Roll: ZR-35 Batch: 18th


____________________________

SikdarTirthaPritam Roll: ZR-44 Batch: 18th


____________________________

Mohammad Sakib Khaled Roll: ZR-55 Batch: 18th


____________________________

ACKNOWLEDGEMENT
Conducting the research on Malcolm BaldrigeAnalysis on Independent University, Bangladesh proved to be both interesting and challenging for the researchers. While working on this topic, they have gained useful insights. Also, it gave them the opportunity to apply what they studied in the class. However, it would have been impossible to complete this task without the continuous support and cooperation of certain individuals. The researchers are grateful to them for their generous help and assistance. Firstly, they would like to express gratitude towards their course instructor, Professor Dr. Muhammad ZiaulhaqMamun for giving them the opportunity to conduct the study. They are also thankful to him for his guidance in dealing with the research issue. He directed them throughout the entire duration of the research work and clarified all their queries. Secondly, they are grateful to the faculty member of Independent University, Bangladesh, Mr. Md. Asheque Imran(lecturer, Business Administration, Independent University, Bangladesh) for being kind enough to spare his valuable time to provide hisinsights.

EXECUTIVE SUMMARY
Independent University, Bangladesh (IUB) is one of the oldest private universities in Bangladesh where academic excellence is a tradition. IUB currently has more than 4000 undergraduate and graduate students and over 3560 alumni. The student population is projected to grow at 10% annually. IUB maintains an ideal student teacher ratio of 20:1. The University has 6 schools offering undergraduate and graduate programs in many different fields of study. The Malcolm Baldrige National Quality Award (MBNQA) is judged by an independent board of examiners recipients are selected based on achievement and improvement in seven areas, known as the Baldrige Criteria for Performance Excellence: Leadership, Strategic Planning, Customer focus, Measurement, analysis and knowledge management, Workforce Focus, Operation focus and finally Results. Each category is scored based on the approach used to address the category, how well it is deployed throughout the organization, the cycles of learning generated, and its level of integration within the organization. Allocated Points 1. 2. 3. 4. 5. 6. 7. Leadership Strategic Planning Customer Focus Measurement, Analysis and Knowledge Management Workforce Focus Operations Focus Results TOTAL 120 85 85 90 85 85 450 1000 Points Scored 73.85 38.15 41.48 45.68 37.10 43.23 210.35 489.83

Leadership
IUB has set vision, values and mission statements. IUB has free communication, encourages innovation and has set codes and regulations for transparency and ethical behavior. It has an ethical committee and a disciplinary committee too. The key decisions are passed on by top down approach. There is no reward and recognition program to reinforce performance. Their primary focus is student satisfaction.

Strategic Planning
IUB wants to achieve the goals of higher education and sustainable economic growth in the country through a two-way relationship between community and university. The university curriculum and courses of study are progressively revised and adjusted on the basis of their relevance to national needs and the global market demand. The educational quality is maintained by relationships with renowned universities overseas. But there is a huge complaint that IUB is not flexible in terms of their policies and strategic planning.

Customer Focus
IUB's goals are to produce graduates of international standards within the local environment, with knowledge and relevant skills to provide leadership in different sectors. IUB has Student-

Relation Officers whose duty is to merge the line between the management and the customers (students). Students voices are heard and that gives them the right to brag about the high quality in customer focus. Authority makes change in the list of officers to keep the quality up to the standard.

Measurement, Analysis and Knowledge Management


Performance evaluation of faculty is carried out on a regular basis after each semester. Top managements reviews student complaints regarding any quality issue. All reviews and analyses are shared with faculties and others to ensure improvement.

Workforce Focus
Workforce Environment:IUB believes in working as a team. As stated before, IUB has always maintained its motto of sustaining an ideal student teacher ratio of 20:1. It has close to 250 faculty members committed to deliver academic excellence and provide the students a unique learning experience. Hence the teaching approach is compatible with students expectation. Aside from teaching, IUB is committed to supporting research. But despite their efforts MrAsheque Imran has given a mixed feedback on employee recognition. According to him, recognition is the most important motivation factor for an employee and IUB fails to deliver that. Hardworking, honest faculties are sometimes being overlooked to promote questionable faculties. When it comes to the climate of the workforce, IUB shows big gaps in terms of morale, which have been agreed to be crucial factors when it comes to workforce environment.

Operation Focus
The aggregate planning on work process is decided centrally by collaboration between Academic Council, syndicate and Board of Trustees. The work processes are deployed through departments and departmental heads or deans. The execution is planned on semester basis. The design is changed as requirement arises during regular semester/ yearly review of processes. There is, however, no system to ensure supplier performance, once they are chosen.

Results
With their well - defined governance structure, IUB exceed the benchmark and are good in comparative comparisons. However, the institution can improve its communication about the standard to all stakeholders.

CONTENTS
1 Introduction ......................................................................................................................... 1 1.1 1.2 1.3 2 2.1 2.2 2.3 2.4 2.5 2.6 3 3.1 3.2 Organization Profile ..................................................................................................... 1 Rationale ..................................................................................................................... 1 objectives ..................................................................................................................... 1 Malcolm Baldrige ......................................................................................................... 2 Data Collection ............................................................................................................ 4 Deployment.................................................................................................................. 4 Scoring guidelines followed.......................................................................................... 5 Scope & Limitation ....................................................................................................... 6 Schema ....................................................................................................................... 6 Score Summary ........................................................................................................... 8 Score Analysis ............................................................................................................10 Leadership ...........................................................................................................10 Strategic Planning ................................................................................................10 Customer Focus ..................................................................................................10 Measurement, Analysis and Knowledge Management .........................................11 Workforce Focus..................................................................................................11 Operation Focus ..................................................................................................13 Results.................................................................................................................13

Methodology ....................................................................................................................... 2

Findings .............................................................................................................................. 8

3.2.1 3.2.2 3.2.3 3.2.4 3.2.5 3.2.6 3.2.7 4 4.1

Appendix ............................................................................................................................15 Questionnaire .............................................................................................................15

1 INTRODUCTION
1.1 ORGANIZATION PROFILE
Independent University, Bangladesh Founded in 1993, Independent University, Bangladesh is one of the oldest private universities in Bangladesh where academic excellence is a tradition, teaching a passion and lifelong learning a habit. The mission statement of IUB is, Teacheth Man That Which He Knew Not. Current world ranking of IUB according to Webometrics is 5943rd. And currently it is ranked 9th among all the Bangladeshi universities according to the same source. IUB currently has more than 8000 undergraduate and graduate students. The student population is projected to grow at 10% annually. The students of IUB experience an exciting academic life with copious opportunity to explore and nurture their innate talent. IUB has always maintained its motto of sustaining an ideal student teacher ratio of 20:1. It has close to 250 faculty members committed to delivering academic excellence and provide the students a unique learning experience. Hence the teaching approach of our world class community of faculty is distinctive. IUB has moved to its brand new USD 30 million state of the art campus in Bashundhara, Dhaka. The University also has dormitory facilities and guest house for foreign students and visiting scholars. The University has 6 schools (the School of Business, School of Engineering & Computer Science, School of Environmental Science & Management, School of Liberal Arts & Social Sciences, School of Life Sciences and School of Public Health ) offering 4-year undergraduate programs in Finance, Accounting, Marketing, Management, MIS, HR Management, Economics, Electrical & Electronic Engineering, Telecommunication Engineering, Computer Science, English Literature, English Language Teaching, Media & Communication, Anthropology and Environmental Science & Management, Microbiology, Biochemistry and Genetic Engineering. IUB also offers graduate programs at the masters level in Business Administration, Computer Science, Telecommunication Engineering, Software Engineering, Computer Networks and Communications, Public Health, Development Studies, and, Natural Resources & Disaster Management and Environment & Management. Currently like other private universities,

1.2 RATIONALE
IUB is one of the well-known private universities of our country. This assignment compares the quality of the university with the standards of the Malcolm Baldrige award. This assignment will be useful to the authorities of the university who would like to improve the universitys quality factors.

1.3 OBJECTIVES
To evaluate Independent University, Bangladesh, according to guidelines of Malcolm Baldrige Performance Excellence Program for Education 2011-2012.

2 METHODOLOGY
The paper conducted its analysis based on the very famous Malcolm Baldrige guidelines, explained below in brief.

2.1 MALCOLM BALDRIGE


The Malcolm Baldrige National Quality Award (MBNQA), named after the late Secretary of Commerce Malcolm Baldrige, has been acting as a platform to showcase exceptional US organizations, share best practices, facilitate learning and growth, and strengthen US competitiveness. It is presented annually by the President of the United States to organizations that demonstrate quality and performance excellence. There are six categories from which three awards are given every year:

Award Categories

Manufacturing Service Company Small Business Education

Healthcare
Nonprofit

Since its establishment by Congress in 1987 for manufacturers, service businesses and small businesses, the Baldrige Award was designed in such a way so that it can raise awareness of quality management and recognize U.S. companies that have practiced and applied successful quality-management systems. The performance system is composed of the six Baldrige categories in the center of the figure that define the processes and the results achieved by the organization in focus. Leadership (category 1), Strategic Planning (category 2), and Customer Focus (category 3) represent the leadership triad. These categories are placed together to emphasize the importance of a leadership focus on strategy and customers. Senior leaders set the organizational direction and seek future opportunities for your organization. Workforce Focus (category 5), Operations Focus (category 6), and Results (category 7) represent the results triad. Organizations workforce and key operational processes accomplish the work of the organization that yields your overall performance results. Measurement, Analysis, and Knowledge Management (category 4) are critical to the effective management of the organization and to a fact-based, knowledge-driven system for improving 2

performance and competitiveness. Measurement, analysis, and knowledge management serve as a foundation for the performance management system.

The seven Criteria categories shown in the figure are subdivided into items and areas to address. There are 17 Process and results items, each focusing on a major requirement. Items consist of one or more areas to address (areas). Organizations should address their responses to the specific requirements of these areas.

Leadership: This category examines how the organizations senior leaders personal actions guide and sustain the organization. Also examined are the organizations governance system and how it fulfills its legal, ethical, and societal responsibilities and supports its key communities. Strategic Planning: The Strategic Planning category examines how the organization develops strategic objectives and action plans for operating efficiently. Also examined are how the chosen strategic objectives and action plans are implemented and changed if circumstances require, and how progress is measured. Customer and Market focus: The Customer Focus category examines how the organization engages its customers for long-term marketplace success. This engagement strategy includes how the organization listens to the voice of its customers, builds customer relationships, and uses customer information to improve and identify opportunities for innovation. 3

Measurement, Analysis, and Knowledge Management: The Measurement, Analysis, and Knowledge Management category examines how the organization selects, gathers, analyzes, manages, and improves its data, information, and knowledge assets and how it manages its information technology. The category also examines how your organization uses review findings to improve its performance. Workforce Focus: The Workforce Focus category examines the organization's ability to assess workforce capabilities and capacity needs and build a workforce environment conducive to high performance. The category also examines how the organization engages, manages, and develops the workforce to utilize its full potential in alignment with the overall mission, strategy, and action plans. Process Management: The operations focus category examines how the organization designs, manages, and improves its systems work and work processes to deliver customer value and achieve organizational success and sustainability. Also examined is the readiness for emergencies. Results: The results category examines the organizations performance and improvement in all key areasproduct and process outcomes, customer-focused outcomes, workforce-focused outcomes, leadership and governance outcomes, and financial and market outcomes. Performance levels are examined relative to those of competitors and other organizations with similar product offerings.

Each category is scored based on the approach used to address the category, how well it is deployed throughout the organization, the cycles of learning generated, and its level of integration within the organization. An excellent way to improve the organization TQM maturity is to use the criteria as a self-assessment and then compare your organization's methods and processes with winners of the Baldrige award. However, the 20132014 criteria feature a renewed focus on: innovation management, intelligent risk, and strategic priorities; social media; operational effectiveness work systems and core competencies.

2.2 DATA COLLECTION


The primary data was collected through an interview in three phases. Phase 1 contained a structured questionnaire was prepared in strict compliance with the Baldrige Performance Excellence Program for Education 2011-2012. This questionnaire was completed by Independent University, Bangladeshs lecturer Md. Asheque Imran. Phase 2was based on a subjective conversation between the surveyor and the surveyed. Phase 3contained semi-structured interviews of different students and personnel in IUB.

2.3 DEPLOYMENT
The information from the questionnaire were used in a focused group discussion amongst the members of Group 6. The points were discussed and scores were allocated unanimously following Baldrige Scoring Guideline, as given in the following section.

For each of the ranges described, full score were allocated on existence of all the factors A, D, L, I. Non-existence or partial existence of any of the factors resulted in a 5 % decrease (each time) in score from that range.

2.4 SCORING GUIDELINES FOLLOWED


Score 0% or 5% Process (for use with categories 1-6) No systematic approach to item requirements is evident; information is anecdotal. (A) Little or no deployment of any systematic approach is evident. (D) An improvement orientation is not evident; improvement is achieved through reacting to problems. (L) No organizational alignment is evident; individual areas or work units operate independently. (I) The beginning of a systematic approach to the basic requirements of the item is evident. (A) The e approach is in the early stages of deployment in most areas or work units, inhibiting progress in achieving the basic requirements of the item. (D) Early stages of a transition from reacting to problems to a general improvement orientation are evident. (L) The approach is aligned with other areas or work units largely through joint problem solving. (I) An effective, systematic approach, responsive to the basic requirements of the item, is evident. (A) The approach is deployed, although some areas or work units are in early stages of deployment. (D) The beginning of a systematic approach to evaluation and improvement of key processes is evident. (L) The approach is in the early stages of alignment with your basic organizational needs identified in response to the Organizational Profile le and other process items. (I) An effective, systematic approach, responsive to the overall requirements of the item, is evident. (A) The e approach is well deployed, although deployment may vary in some areas or work units. (D) A fact-based, systematic evaluation and improvement process and some organizational learning, including innovation, are in place for improving the efficiency and effectiveness of key processes. (L) The approach is aligned with your overall organizational needs identified in response to the Organizational Profile and other process items. (I) An effective, systematic approach, responsive to the multiple requirements of the item, is evident. (A) The approach is well deployed, with no significant gaps. (D) Fact-based, systematic evaluation and improvement and organizational learning, including innovation, are key management tools; there is clear evidence of refinement as a result of organizational-level analysis and sharing. (L) The approach is integrated with your current and future organizational needs identified in response to the Organizational 5

10%, 15%, 20%, or 25%

30%, 35%, 40%, or 45%

50%, 55%, 60%, or 65%

70%, 75%, 80%, or 85%

90%, 95%, or 100%

Profile and other process items. (I) An effective, systematic approach, fully responsive to the multiple requirements of the item, is evident. (A) The approach is fully deployed without significant weaknesses or gaps in any areas or work units. (D) Fact-based, systematic evaluation and improvement and organizational learning through innovation are key organization-wide tools; refinement and innovation, backed by analysis and sharing, are evident throughout the organization. (L) The approach is well integrated with your current and future organizational needs identified in response to the Organizational Profi le and other process items. (I)

2.5 SCOPE & LIMITATION


The Malcolm Baldrige model contains all the necessary criteria required to assess the overall quality of the selected organization. Thus, the analysis represent a detailed assessment of the organization in hand. Moreover, the scoring process was conducted independent of the current perception of the organization. However, since the scoring has been done based on information provided by IUB authority, there was no way to verify the authenticity or practical implications of the information provided. The scope of this report does not cover any analysis of the performance or quality management at IUB.

2.6 SCHEMA
Parameter Leadership Complex Variable Senior Leadership Simple Variable Vision, values and mission Communication and organizational performance Organizational governance Legal and ethical behavior Societal responsibilities and support of key communities Strategy development process Strategic objectives Action plan development and deployment Performance projections Student and stakeholder listening 6 Value 5-point likert scale 5-point likert scale

Governance and societal responsibilities

5-point likert scale 5-point likert scale 5-point likert scale

Strategic planning

Strategic development Strategy implementation

5-point likert scale 5-point likert scale 5-point likert scale

5-point likert scale 5-point likert scale

Customer Focus

Voice of the customer

Customer Engagement

Measurement, analysis and knowledge management

Measurement, analysis and improvement of organizational performance Management of information, knowledge and information technology

Workforce focus

Workforce environment Workforce engagement

Operation focus

Work systems

Work processes

Determination of student and stakeholder satisfaction and engagement Educational programs and services and student and stakeholder support Building student and stakeholder relationships Performance measurement Performance analysis and review Performance improvement Data, information, and knowledge management Management of information resources and technology Workforce capability and capacity Workforce climate Workforce performance Assessment of workforce engagement Workforce and leader development Work system design Work system management Emergency readiness Work process design Work process management

5-point likert scale

5-point likert scale

5-point likert scale

5-point likert scale 5-point likert scale 5-point likert scale 5-point likert scale

5-point likert scale

5-point likert scale 5-point likert scale 5-point likert scale 5-point likert scale

5-point likert scale 5-point likert scale 5-point likert scale 5-point likert scale 5-point likert scale 5-point likert scale

3 FINDINGS
3.1 SCORE SUMMARY
Scoring in Percentage 1. Leadership 1.1 Senior Leadership 63% 60% 70 50 44.10 29.75 85 56% 35% 46% 53% 40 45 45 40 22.40 15.75 85 20.48 21.00 90 53% 45 23.63 1.2 Governance and Societal Responsibilities Strategic planning 2.1 2.2 3. 3.1 3.2 4. Strategy Development Strategy Implementation Voice of the Customer Customer Engagement Allocated points Total Points Allocated Total 120

2.

Customer Focus

5.

Measurement, Analysis and Knowledge Management 4.1 Measurement, Analysis, and Improvement of Organizational Performance 4.2 Management of Information, Knowledge, and Information Technology Workforce Focus 5.1 5.2 Workforce Environment Workforce Engagement Work Systems Work Process

49%

45

22.05 85

46% 42% 53% 49% 46% 46% 53% 56% 35%

40 45 45 40 120 90 80 80 80

18.20 18.90 85 23.63 19.60 450 54.60 40.95 42.00 44.80 28.00 489.83 1000

6.

Operations Focus 6.1 6.2

7.

Results 7.1 Student Learning and Process Outcomes 7.2 Customer-Focused Outcomes 7.3 Workforce-Focused Outcomes 7.4 Leadership and Governance Outcomes 7.5 Budgetary, Financial, and Market Outcomes TOTAL

3.2 SCORE ANALYSIS


3.2.1 Leadership

Senior Leadership: IUB has clearly defined mission, goals and strategies and their senior management are well acquainted with them. The university is run based on its values of creating knowledge and producing efficient leaders for both public and private sectors of the country. IUBs senior leadership takes good care in communicating the mission and values of the organization to its academic and administrative workforce. The administration guided by these values. Governance and Societal Responsibility: IUB complies with all the rules and regulations assigned by UGC. It also has an ethical committee and a disciplinary committee, which ensure that all code and conducts are strictly followed by both students and workforce alike. IUBs compliance with legal issues has been appreciated by UGC. The overall administration of IUB is overseen by a board of trustees, which has an academic council and syndicate under it. All these three regulatory bodies enjoy full freedom, which is not much heard of in private universities of Bangladesh 3.2.2 Strategic Planning

Strategy Development: As their senior leadership team plans for the future, they ask their workforce for their ideas. IUB encourages innovation among its workforce. The strategies are developed by the academic council in collaboration with teachers, deans and administration. This ensures that multiple issues are considered while strategies are formulated. IUB's goals are to produce graduates of international standards within the local environment, with knowledge and relevant skills to provide leadership in enterprise, public service and welfare; encourage and support useful research; create knowledge; and provide further learning opportunities for adults. According to MrAsheque Imran, the University curriculum and courses of study are progressively revised and adjusted on the basis of their relevance to national needs and the global market demand. The educational quality is maintained by exchange relationships with renowned universities overseas. Strategic Implementation: IUBs implementation framework consists of devising an action plan, recruiting right personnel to carry out the tasks and allocating the required resources. Performance is measured only after the completion of tasks. However, the organization is not very flexible making it difficult to make changes on emergency basis. Consequently, the implementation of strategies are often not up to the mark. There is no formal performance projection system in IUB, though senior leadership has certain expectations from the workforce. These expectations are not communicated well to the workforce. 3.2.3 Customer Focus

Voice of Customer: All courses are set through a pre-advising session with students. IUB mostly offers courses that are most sought after by students. They also offer courses which are 10

demanded by only a small segment of students, which is an uncommon practice in private universities. At the end of each semester, students anonymously evaluate their course instructors. These feedbacks are used to assign course instructors in subsequent semesters. IUB does not have any key indicators to measure student satisfaction or dissatisfaction levels. However, number of complaints regarding specific issues is sometimes used to measure dissatisfaction level. Customer Engagement: IUB offers a substantial amount of scholarships to its students based on their academic excellence as demonstrated in both secondary, higher secondary level and during their course of education in IUB. Besides teaching, IUB is committed to fostering research and has built a number of research centers and institutes to this end. IUB has also partnered with a good number of prestigious foreign universities to provide student exchange programs and 2+2 programs for its students. Students are also groomed to face demanding recruitment process. All student clubs get necessary support from the administration for smooth operation. 3.2.4 Measurement, Analysis and Knowledge Management

Measurement, Analysis, and Improvement of Organizational Performance: Daily operations are tracked by the registrar. However, overall performance and progress are assessed on a yearly basis during the Academic Council and Syndicate meetings.The data is used in the strategic meetings to compare projected performance with actual performance. Deviations in the results are improved by formulating and implementing action plans. Performance evaluations of faculty is carried out on a regular basis after each semester. Top managements reviews student complaints regarding any quality issue. All reviews and analyses are shared with faculties and others to ensure improvement. Although the performance evaluations are taken into account, it has little effect on promotion. Each teacher is given a feedback based on the findings. They are praised for their good work and cautioned about their area of lacking. Current findings are compared with historical findings. The trend of improvement is measured. This trend can be used to project future performance when corrective actions take place.If needed, they are sent to training programs for improvement. But, as Mr. Asheque Imran has said, even if the feedback system is good, there exists some biasness within which is actually hampering the improvement of IUB. Management of Information, Knowledge, and Information Technology: All relevant data are collected and kept in soft copy format. They are also taken from reliable sources mostly primary data on first hand basis. This ensures integrity and reliability. There are predetermined systems for each organizational function. All data are quickly processed and passed through the systems to ensure timeliness.All relevant data are strictly kept for official use only. Confidentiality is maintained. This ensures security. Students get data from website or the student affairs division.Stakeholders and the staff get information from minutes of academic council and syndicate meetings.Their queries are also 11

transferred to the syndicate and resolved. In this way, two-way information exchange is achieved. All academic information is made available to the academic and administrative staff. The financial information is available only to members of the syndicate. IUB obtains hardware from trusted sources. This hardware has software in-built into them. Since the suppliers have been in this business for a long time, IUB believes that the hardware and software are reliable, secure and user-friendly. IT services are available to every student and staff at IUB and can avail the services whenever they want. They have got Wi-Fi covering the whole campus but many students complain about the connectivity and speed. Audio visual supports are present in every classroom which makes learning a bit easier.Some students have complained that many computers have viruses and are too slow to get any work done. The management is looking to improve the performance of the computers in the computer lab. There is backup generator to handle power failure. All organizational data in the computers are backed up by hard copies. This ensures that even during emergency, information is available for the interested parties. 3.2.5 Workforce Focus IUB believes in working as a team. As stated before, IUB has always maintained its motto of sustaining an ideal student teacher ratio of 20:1. It has close to 250 faculty members committed to deliver academic excellence and provide the students a unique learning experience. Hence the teaching approach of our world class community of faculty is distinctive. Aside from teaching, IUB is committed to supporting research. The Centre for Health, Population and Development (CHPD) at IUB, is a university wide centre which co-ordinates and facilitates research, scholarly activities, and policy dialogue in the multi-faceted relationships between development, health and population. It has faculty associates both from within and outside IUB and sponsors a regular research seminar series, periodic international conferences on important themes and produces a working papers series. This helps the workforce stay motivated for further achievement. As provided under Article 17 of the Private University Act 2010, IUB-Dhaka has a Syndicate to conduct the management of Independent University, Dhaka including academic, administrative, and general management activities. This syndicate committee is currently led by the Vice Chancellor DrShoaib Ahmad. The syndicate committee tries to improve the management regularly. But despite their efforts MrAsheque Imran has given a mixed feedback on employee recognition. According to him, recognition is the most important motivation factor for an employee and IUB fails to deliver that. Hard working, honest faculties are sometimes being overlooked to promote questionable faculties.

12

3.2.6

Operation Focus

Work System: The work system is well defined and structured. It is designed centrally in collaboration with academic council and syndicate. Since, the system is centrally designed, it is sometimes difficult to make adjustments during emergency. The work system is regularly reviewed during each semester breaks and necessary amendments are done. IUB is doing well in terms of balancing between quality and cost. Work Process: Key work processes are formulated based on feedback from stakeholders and students alike. The work process is centrally developed in collaboration between the academic council, syndicate and board of trustees. The work process is then deployed through department heads and deans. Execution is planned on semester basis. When the need arises, minor adjustments are made. The technology used are state of the art. According to requirement or strategic designs of the board, processes are improved. The organization is constantly evolving as part of the requirements of its affiliation with foreign universities. 3.2.7 Results

Student learning and process outcomes have received a score of 65%. The contribution to this mark was led by the high number of IUB students doing well in the job market. A good number of them also received foreign job acceptances and also received acceptance for foreign grants and higher education opportunities. This has been possible by their affiliation with foreign universities. The University has associated itself with a number of international academic associations such as the Association of Commonwealth Universities (ACU), Commonwealth Education Partnership (CEP), American Association of University Administrators (AAUA), Association of Universities of Asia and the Pacific (AUAP), International Association of University Presidents (IAUP), International Association of Universities (IAU) amongst others. Customer focused outcomes are also steady at 65%. The university has shown a satisfactory engagement with the customers, the students, by encouraging, promoting and funding various co-curricular activities and club/ communities that aim to further the prospects of the students. The clubs have produced some of the most dedicated individuals who have shone in their career paths with help from their communities. However, the university fails to provide any valid indicator to support this claim, and therefore loses marks on Integration factor. The university also lacks on any valid indication of whether the students are satisfied or not. The positive factor here is that the students can still approach the authority directly if any urgent need arise. The authorities have been known to provide cooperative attitude. This information may be doubted, as the researchers did not have any scope to check for validation. Workforce focused outcomes got IUB a decent 75% score. The university has a standard teacher-student ratio of 20:1. Most of the faculty members are well qualified with foreign university degrees. They also have well qualified staff members, who are efficient in their service. As an employer, IUB provides a good work environment, and provides necessary facilities to the employees. It was the first employer in Bangladesh to provide six month maternity leaves to employees. IUB is known for providing regular trainings to its teachers and staff, but have no way of measuring the effectiveness of the trainings or satisfaction level of the employees. The positive sign is that, the employees are allowed to raise their voice in any issues that concern them.

13

Leadership and governance outcomes are the strongest of the five issues with 80% score. The institution has clearly mentioned mission, goals and strategy, which are closely followed by the employees. On the negatives, they lack on a set vision. The body ensures that all processes are well-monitored, and uses a slight variation of a top-down approach to monitor, allowing employees voices to be heard as well. IUB has good number of accreditation with foreign universities and also approved by UGC, whose rules are strongly abided by. They have high work ethics and provides strong commitment to the society to establish a two-way communication. Budgetary, financial and market outcomes for IUB are very disappointingly at 50%. They have audits, but do not publish them properly. Their financial information are not well communicated with the employees or the students, also no clear indication of a review by any board. The low score was due to not providing access to information to the researchers. However, IUB still stuck around 50% due to their overwhelming performance in the market.

14

4 APPENDIX
4.1
QUESTIONNAIRE

Organization: Independent University, Bangladesh Respondent Name: ___________________________________________________________________ Respondent Designation: ______________________________________________________________ Date of Response: Response Code:

Please mark the following questions in seven categories in the scale of a minimum of 1 to a maximum of 5 where 1 represents strongly disagree and 5 represents strongly agree. Category 1: Leadership 1a Our workforce knows our organizations mission (what we are trying to accomplish). 1b Our workforce knows our organizations vision (where it is trying to go in the future). 1c Our leadership team uses our organizations values to guide our organization and employees. 1d Our leadership team creates a work environment that helps our employees do their jobs. 1e Our leadership team shares information about the organization. 1f Our leadership team asks employees what they think. Category 1: Strategic Planning 2a As our leadership team plans for the future, we ask our employees for their ideas. 2b Our organization encourages totally new ideas (innovation). 2c Our employees know the parts of our organizations plans that will affect them and their work. 2d Our employees know how to tell if they are making progress on their work groups part of the plan. 2e Our organization is flexible and can make changes quickly when needed. Category 3: Customer Focus 3a Our employees know who their most important customers are. 3b Our employees regularly ask their customers what they need and want. 3c Our employees ask if their customers are satisfied or dissatisfied with their work. 3d Our employees are allowed to make decisions to solve problems for their customers. 3e Our employees also know who our organizations most important customers are. Category 4: Measurement, Analysis, and Knowledge Management 15 1 2 3 4 5

1 2 3 4 5

1 2 3 4 5

1 2 3 4 5

4a Our employees know how to measure the quality of their work. 4b Our employees use this information to make changes that will improve their work. 4c Our employees know how the measures they use in their work fit into our organizations overall measures of improvement. 4d Our employees get all the information they need to do their work. 4e Our employees know how our organization as a whole is doing. Category 5: Workforce Focus 5a Our employees cooperate and work as a team. 5b Our leadership team encourages and enables our employees to develop their job skills so they can advance in their careers. 5c Our employees are recognized for their work. 5d Our organization has a safe workplace. 5e Our managers and our organization care about our workforce. 5f Our workforce is committed to our organizations success. Category 6: Operations Focus 6a Our employees can get everything they need to do their jobs. 6b Our organization has good processes for doing its work. 6c Our employees have control over their personal work processes. 6d Our organization is prepared to handle an emergency. Category 7: Results 7a Our employees work products meet all requirements. 7b Our employees customers are satisfied with their work. 7c Our workforce knows how well our organization is doing financially. 7d Our organization has the right people and skills to do its work. 7e Our organization removes things that get in the way of progress. 7f Our organization obeys laws and regulations. 7g Our organization practices high standards and ethics. 7h Our organization helps our employees help their community. 7i Our employees believe our organization is a good place to work.

1 2 3 4 5

1 2 3 4 5

1 2 3 4 5

Would you like to give more information about any of your responses? Please include the number of the statement (for example, 2a or 7d) you are discussing.

____________________________________________________________ ____________________________________________________________ ____________________________________________________________ ____________________________________________________________ ____________________________________________________________ ____________________________________________________________ ____________________________________________________________ ____________________________________________________________


Thank you for your response.

16