A Study of the Theory and Practice of Decentralized Management at Maharaja Sayajirao University of Baroda, Vadodara
Abstract
As per the UGC policy frame in 1978, teaching, research and extension are the three basic academic activities of the universities, which should be given equal status. Management is required to perform these functions effectively. The effectiveness of education depends largely on how well it is managed. Management consists of getting things done through others; a manager is one who accomplishes objectives by directing the efforts of others. Managing the modern education system is very complex and that to from a single position and/or location. So there is a need to shift from centralized management to decentralized management, autocratic style of leadership to democratic style, from organizational planning to strategic planning and many more.
The need of decentralization is felt in higher education because management of higher education is complex due to the various reasons like growth in the size of institution, number of departments, faculty strength, etc. Smooth functioning of the organization mainly depends on how well it is managed.
The present study basically aims to check whether decentralized management is properly emphasized in the structure of The M.S. University, and if it is there then up to what extent it is practically working in the functioning of the system. References:
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Dr. Rakesh Ranjan
Introduction
Education is expected to lay the foundation of human development by improving the knowledge, skills and attitude of individuals and thereby changing their economic, social, mental, moral and cultural aspects of human life. The process of education, being continues of different stages, from primary education to university education, each stage covers a specific age group of learners and provides fixed levels of learning experiences. University education or higher education starts after the secondary education. It is one of the very important levels of education where one is admitted to bachelors or equivalent courses that prepare citizens for the national development with skills and knowledge, which help them to serve themselves, and to the society.
University education in India has undergone sea changes for the last five decades in the post independent era. The gigantic expansion brought new issues and problems to the system. Students no longer have confidence in its ability to prepare them for entering the world of work as the nature of occupations has been constantly changing with rapid developments in science and technology, but curricula have practically remained unchanged. The need of the hour is to give a fresh look to the higher education and introduce such changes, which will ensure that the education should be relevant to the present context and remain globally competitive and that to with total cost effectiveness. For this we have to learn from management experts how to ensure quality in the education sector, its sustenance and enhancement.
As per the UGC policy frame in 1978, teaching, research and extension are the three basic academic activities of the universities, which should be given equal status. Management is required to perform these functions effectively. The effectiveness of education depends largely on how well it is managed.
Management consists of getting things done through others; a manager is one who accomplishes objectives by directing the efforts of others. It may also be defined as creating the internal environment of an enterprise where individuals working together in groups can perform efficiently and effectively towards the attainment of group goals.
Managing the modern education system is very complex and that to from a single position and/or location. So there is a need to shift from centralized management to decentralized management, autocratic style of leadership to democratic style, from organizational planning to strategic planning and many more.
Decentralization is a reform strategy to alter the political status quo by transferring the authority from level of government to other. Decentralization means ‘moving away from the centre’. It means spreading the central control points across the territory towards the peripheral units.
Decentralization helps in creating a conducive organizational climate. It gives power, prestige and status to people working at all levels and they feel motivated and satisfied. The need of decentralized management is also felt in higher education because university management is complex due to sheer growth in the size of institution and rapid growth in science and technology.
RATIONALE FOR THE PRESENT STUDY
The need of decentralization is felt in higher education because management of higher education is complex due to the various reasons like growth in the size of institution, number of departments, faculty strength, etc. Smooth functioning of the organization mainly depends on how well it is managed. University education is basically concerned with Teaching, Research and Extension and for the proper implementation of these functions there is a need of proper decentralized management.
The importance of decentralized management in higher education is rightly emphasized in NPE 1986 and POA 1992, and it is stated that decentralization as far as education at higher level is necessary to enhance the relevance and improving the quality of education and centralization of education hampers the performance of education system.
Even it is recommended that for smooth functioning of the education institution it has to follow the process of decentralization in its management, which is also emphasized by the Report of the UGC committee towards new educational management headed, by Prof. A Gnanam. The present study basically aims to check whether decentralized management is properly emphasized in the structure of The M.S. University, and if it is there then up to what extent it is practically working in the functioning of the system.
Although various research / studies had been conducted in the field of educational administration [Khan (1975), Goswami (1980), Sindhi(1984), Sinha (1979) ] and on centralization and decentralization of educational management [Raj(1975), Radhakrishnan, Kamala(1984), Dimmock and walker(1998)] but they have only one or two components of decentralization that is either decision making or representation but no comprehensive studies has been done by taking all the components which are taken in the present study. The major components are taken by the investigator, which are comprehensive to study the decentralization of the management.
The present study is an attempt to study the decentralized management in a unique university like The M. S. University of Baroda, Vadodara. The University has an administrative office where most of the administrators such as The Vice- Chancellor, The Pro-Vice Chancellor, Registrar and other senior officers work from. The university has 13 faculties each headed by a Dean. It has a polytechnic headed by a Principal. Each of the faculties has several departments each headed by a Head of the departments. The departments offer various courses. There are no colleges affiliated to the university
The university has a unique academic structure in the sense that the course from undergraduate to Doctoral grade are taught by the same group of teaching faculties in the respective department. The university also has, under its umbrella, a kinder Garden called Chetan Balwadi in the faculty of Home science and a school with primary to higher secondary section under the faculty of education and psychology. Thus the university covers the whole gamut of educational faculties from play school to Ph. D.
STATEMENT OF THE PROBLEM
A Study of the Theory and Practice of Decentralized Management at The Maharaja Sayajirao University of Baroda, Vadodara
OBJECTIVES OF THE STUDY
The present study is designed with the following objectives.
To study the development of decentralized management at The M. S. University of Baroda, Vadodara.
To study the practice of decentralized management at The M. S. University of Baroda, Vadodara.
OPERATIONAL DEFINITION OF TERMS
Decentralized Management: In the present study decentralized management is defined as giving necessary authority to persons in the hierarchy having administrative responsibility by the higher authorities at different levels of organization to enable them to discharge their responsibilities and to take decision about the use of the organization resources for the development of the organization (university).
METHODOLOGY
POPULATION
The population of the study includes the entire academic and administrative unit of The M.S. University of Baroda, Vadodara. It comprised the administration office, all the faculties, all the departments, H.M. library, Padra College, Department of Physical Education, Adult and Continuing Education Department and Sanskrit Mahavidyalaya.
SAMPLE
The sample for the present study comprised of the functionaries in the administrative unit and the academic unit of The M. S. University of Baroda. On the basis of the random sampling technique two deputy Registrars was selected from the administrative unit while four Deans and ten Heads of the department were selected from the academic unit.
RESEARCH TECHNIQUE AND TOOLS USED FOR THE STUDY
The scope and dimension of the present study demands initially, baseline information and the same were generated through the document analysis by the researcher. The following technique and the tool were used to realize the objectives of the present study.
Document Analysis
To realize the objective 1 of the present study, i.e. to study the theory of decentralized management at The M. S. University of Baroda, Vadodara, an intensive study of the documents related to the different aspects of the University with respect to the decentralized management was done. The following documents were procured and were reviewed by the researcher to get an insight into the theory of decentralization at The M. S. University of Baroda, Vadodara.
The document analysis provided the researcher, an in-depth understanding of the theory of decentralized management at The M. S. University of Baroda, Vadodara.
Interview
To realize the objective 2 of the present study i.e. to study the practice of decentralized management at The M. S. University of Baroda, Vadodara, the researcher developed two interview schedules. One interview schedule was prepared for academic functionaries like, Deans of the Faculties and the administration. The Heads of the Department and the second interview schedule was prepared for administrative functionaries like, different Deputy Registrars. The interview schedule has questions related to the decentralized management in the administrative and academic dimensions of University administration. The interview schedules were mainly focused on the following five major components related to the decentralized management.
Taking these five components of decentralization the interview schedule were prepared. Further it was given to the experts in the area of Educational Management for validation. On the basis of the feedback of the experts the final interview schedules were prepared.
PROCEDURE OF DATA COLLECTION
Data were collected according to the objectives of the study:
For Objective 1: Documentary survey of The M. S. University literature like university handbook Part 1 and 2 and ordinance were collected by the researcher from the university.
For Objective 2: The researcher prepared the interview schedule. The researcher took prior appointment from the selected administrators and on specified date and time the researcher conducted the interview.
ANALYSIS OF THE DATA
Data obtained were analyzed with the help of qualitative techniques. The data were analyzed on the basis of the objectives:
For Objective 1: The data was analyzed through content analysis of the university handbook part 1 & part 2 and ordinances.
For Objective 2: The collected data were analyzed area wise and item wise, which are represented in percentage form.
FINDINGS OF THE STUDY
Following are the major findings of the study:
THEORY OF DECENTRALIZATION
The theory of decentralized management at The M. S. University of Baroda tells about a very unclear picture as nothing was observed directly relating to the decentralization in the University from the handbooks and ordinances. Even there is not a single word like, decentralization or decentralized management etc. in the handbooks and in the ordinances. Apart from the terms like, decentralization that is totally absent in the University handbooks, there are few components which gives some information about the decentralization in the University. Those are delegation of authority, functions and roles of the officers of the University and so on.
PRACTICE OF DECENTRALIZATION
DECENTRALIZATION IN EDUCATIONAL DECISION MAKING
Maximum decentralization was observed in the decision making at teaching and learning process involving all the staff members at maximum level in groups and individually with minimum involvement of students.
Average decentralization was found at the allocation of teaching load using both group members and individual with maximum involvement. Involvement of members were found at planning level, for giving consent, supporting and for implementation.
For the completion of courses in time, team decentralization was given more importance with full involvement of staff and students.
For the quality of teaching learning, a large number of administrators said that they do not assure the quality of teaching learning as it depends on the total process and decentralization was found to be quite less in this component.
For change in Syllabus, Modification of Syllabus/Courses and Implementation of new Courses the administrators revealed that it was not in their power as Board of Studies of University takes decision about this matter and hence a less scope for decentralization
In financial decision making, Deans of Faculties and Heads of the Departments do not decentralize as they have less power related to finance.
DECENTRALIZATION IN ADMINISTRATIVE DECISION MAKING
In the admission of students, authorities at faculty and department level decentralize to group of staff or to committees when admission is not centralized, otherwise in case of centralized admission the scope of decentralization are minimum.
There is No centralization in the recruitment of new staff at faculty level as University higher authorities’ takes decision in this matter.
Maximum decentralization was observed in taking decision of Examination for both annual and semester system of examination at University and faculty levels respectively.
Regarding staff management decentralization was found practiced by a less number of administrators and a large number of administrators use to take decision by self.
In the function like sanction of leave, decentralization was not found among the authorities.
In allocation of staff for different subjects, a large number of administrators collectively take decisions with other staff members, decentralization it at planning and implementation levels.
Maximum decentralization was found in the matter like, attendance and regularity of staff as the authorities consider it is a matter of decentralization to all the members.
Decentralization was found average in staff development as some administrators take decisions by themselves, whereas, some involve other staff members.
The decision related to time table preparation need decentralization of staff, involving them in groups and at individual levels.
In policy making at the faculty and department levels have no scope for decentralization as no policy is made at the Faculty/Department level and most of the policies are made at higher levels.
In educational matters hundred percent total delegation was found and in administrative matters the delegation was found to be average. No delegation was found with financial matters.
Both formal and informal modes of communication were found used in the process of decentralization. A large number of administrators used the open communication system to bring transparency in the system.
Rewarding system revealed that there was no such system followed in the institution and for appraising the work of the member only self-appraisal system is followed.
The gap in the theory and practice of decentralized management was observed. Though the theory of decentralized management was found to be very poor at the University, the practice of decentralized management was found to be proper.
DISCUSSION
Decentralization in educational decision making was found to be practiced among the deans of the faculties and the head of the departments. In the components educational decision making like, decision making in teaching learning, allocation of teaching loads and completion of courses in time, it was found that deans of the faculties and the heads of the departments decentralize their powers through delegation to committees and groups, it was also observed that the delegation of task to individual staff members and in some components the cooperation of students also sought. In the components like, the quality of teaching learning, Changes in Syllabus, Modification of Syllabus/Courses and Implementation of new courses the authorities like Deans and Heads have less authority, hence less decentralization and delegation. These analyses revealed a good practice of decentralization process.
Decentralization in financial decision making was found quite less with the functionaries like, dean of the faculties and the heads of the departments as they do not have much power related to finance.
The decentralization of power related to administrative decision making comprises of the components like, admission of students, recruitment of new staff, examination, staff management, sanction of leaves, allocation of staff for different subjects, allocation and regularity of staff, staff development and time-table preparation revealed that the functionaries like, dean of the faculties and the head of the departments do decentralize and delegate to a maximum extent those are within their power. They also involve committees, groups and individuals according to the specific need. The involvements of students were found to be very less. It was also found to be different from the theory of decentralization given in the university documents.
Like finance, it was also revealed that the component of decentralization was very less in policy making as no policy was made at the Faculty/Department level and the authorities only follow the guidelines given by the university. Most of the policies related to university were made by Senate, Syndicate and the State Government. In some policy making powers related to the teaching learning and students welfare and problems could be decentralized to the faculties and departments which could help to make the policies specific to the needs of the departments, faculties and students.
Delegation of authority among the deans of the faculties and the heads of the departments revealed that they do delegate authorities to a maximum extent among the staff members in committees, groups and individually. Both formal and informal pattern of communication was found to be followed by the authorities at university, faculty and department levels. As open communication channel was found to be followed by the majority of authorities, it seems to be a good practice to bring transparencies at the institution and to enhance the process of decentralization. As self appraisal system was found to be followed at the university, it may be necessary to follow a different appraisal system for the promotion of decentralized management in the form of appraisal by authorities at staff meetings and other similar forums.
Though the theory of decentralized management at the university does not speak much in its different documents, the practice of decentralized management at department, faculty and university levels tells the actual practice of decentralization and delegation. The practice of the delegation of authorities among committees, groups and individual staff members and to some extent among students shows the real picture of decentralization of power at different levels if it could be supported by a clear theory of decentralization through different university documents. It would help fresh administrators to decentralize without ambiguity and fear and can help in the both academic and administrative fields.
Asstistant Professor,
Waymade College of Education, Vallabh Vidyanagar, Anand.
rakeshranjan123@hotmail.com
Mobile: +91 9824082895
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