BEING AN ENTREPRENEURIAL UNIVERSITY lessons learnt from Malaysia. SAHOL HAMID ABU BAKAR Vice Chancellor Universiti Teknologi MARA Malaysia

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Shanon Tucker
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1 BEING AN ENTREPRENEURIAL UNIVERSITY lessons learnt from Malaysia SAHOL HAMID ABU BAKAR Vice Chancellor Universiti Teknologi MARA Malaysia 1

2 Sharing my hopes, dreams and plans about the problems and challenges of higher education in a developing country like Malaysia. Nobody is Perfect but Everyone is Perfectable 2

3 I shall be sharing in full appreciation of the following factors: 1. cultural differences between the West and the East 2. disparity between developed and developing countries 3. differences between the rich and the poor Looking beyond red bricks and mortar boards we have different roles in building national economies and capacity building These lead to different approaches in managing universities 3

disparity between developed and developing countries 3.

4 UiTM which I have the privilege of helming is Malaysia s largest institution of tertiary education 200,000 students, 10,000 faculty members, 9000 support staff, 40 campuses throughout the nation Need a huge budget No tuition fees Catering for the bottom millions It has played a pivotal role in meeting the nation s manpower needs 4

40 campuses throughout the nation Need a huge budget No tuition fees Catering for

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6 A large portion of excellent students based on national exams apply to study at UiTM and they are chosen based on merit 250K apply for 373 academic programmes offered but only 25K are admitted in a year (only about 10%) These students form the core group of our student population Recent survey showed that 80% came from well to do families and from selected boarding schools 6

admitted in a year (only about 10%) These students form the core group of our student

7 But what about the poor and the under privileged? We also mold the low achievers from poor families to become successful We have trained about 20,000 from this group since % have been successful in their pre-diploma programmes and now they are joining the main stream diploma students Our alumni have been supporting this programme financially The Prime Minister is the patron 7

20,000 from this group since 2010 85% have been successful in their pre-diploma programmes and

8 GRADUATE EMPLOYABILITY - CHALLENGES SOME RECENT FACTS AND FIGURES: About 76,200 graduates are still unemployed in spite of Malaysia maintaining a very low unemployment rate Every year 180,000 new graduates enter the job market In 2013, 72% of UiTM recent graduates (6 months after completion of study) claimed that they had some form of jobs and the rest of them have become entrepreneurs Private sector recorded job vacancy in June 2013 dropped 35.7 % to 107,796 compared to 167,968 vacancies at the same time last year 8

recent graduates (6 months after completion of study) claimed that they had some form of jobs and the rest of them have become

9 GRADUATE EMPLOYABILTY IS THE NUMBER ONE KPI FOR THE VICE CHANCELLOR Huge responsibility that requires a revamp of curriculum and policies, vision and mission 9

10 Challenges in managing a university Universities are complex social organization with distinctive cultures Handling stakeholders Securing budgets Handling academic staff Handling administrative staff Managing infrastructure Handling students Dealing with the public Safety & security issues Focusing on social responsibility Engaging the alumni Linking with the industry 10

administrative staff Managing infrastructure Handling students Dealing with the public Safety

11 Challenges in managing a university cont Research Publication Ranking Internationalization Promotions Innovations curriculum, etc. Communications Politics Managing Perceptions Quantity vs Quality Influence of the new media 11

12 HOW DO WE MANAGE? Distributed leadership/delegate Putting the right people in the right place In every decision put the University first As the CEO do not get involved with or chair the tender board Manage office politics and external politics systematically Manage and engage the students. Reach out to the grassroots Create a happy working environment for academic and administrative staff Communicate, communicate and communicate through facebook, teleconferencing, etc. Develop strong sixth sense. Use psywar Do not listen to the so called advisors Need to have good and loyal support staff 12

with or chair the tender board Manage office politics and external politics systematically Manage and engage the students.

13 New Tag Line WE CREATE EMPLOYERS 13

14 With the new strategies University was declared MOST ENTREPRENEURIAL UNIVERSITY for TWO YEARS IN A ROW 14

15 STRATEGY IMPLEMENTATION Providing conducive ecosystem for entrepreneurship agenda 1. Establishing MASMED 2. Setting up of entrepreneurship centres at branch campuses 3. Developing academic programmes 4. Organising acculturation programmes 5. Creating programmes for nascent entrepreneurs 6. Recognising staff involvement in innovation & entrepreneurship activities 15

Developing academic programmes 4. Organising acculturation programmes 5.

16 STRATEGY IMPLEMENTATION Providing conducive ecosystem for entrepreneurship agenda cont 7. Encouraging innovations 8. Developing new pedagogical initiatives to encourage higher degree of learner autonomy & produce more entrepreneurial graduates 9. Introducing new initiatives & procedures on cost reduction and income generation to support new activities & lessen dependency on public funds 10. Promoting social entrepreneurship & encouraging spirit of volunteerism among staff & students 16

17 STRATEGY IMPLEMENTATION Providing conducive ecosystem for entrepreneurship agenda cont 11. Introducing a flagship social programme for uplifting the social mobility of the most underprivileged segment of the society (MDAB) 12. Establishing RIBU to manage intellectual property & facilitate commercialisation of research findings 13. Building the UiTM-MTDC technopreneur incubation centre to spearhead commercialisation efforts 14. Establishing an innovation academy to nurture creativity & innovative thinking among postgraduate students 17

Establishing RIBU to manage intellectual property & facilitate commercialisation of research findings 13.

18 CHALLENGES 1. Size of UiTM & the mix of courses offered 2. Diverse quality & background of students 3. Measurement & evaluation 4. Teaching & learning strategies 5. Maintaining full support & services 6. Provision for coordinated university-wide entrepreneurship education policy 18

19 RECENT ACHIEVEMENTS THE FIRST WINNER OF ENTREPRENEURIAL UNIVERSITY OF THE YEAR

20 ENTREPRENEURIAL UNIVERSITY OF THE YEAR

21 UiTM GRADUATES EMPLOYMENT BY SECTOR Only 20% of UiTM graduates joined government sector in A sizeable portion of these graduates are from Faculty of Education, Faculty of Medicine, Faculty of Pharmacy, and Faculty of Dentistry, which, by statute is required to work with the government Majority private sectors 21

22 GRADUATES EMPLOYABILITY and UITM RECENT GRADUATE EMPLOYMENT PERFORMANCE Some Recent Facts and Figures in Malaysia: Unemployment rate (Dec 2012) : 3.3 percent 76,200 graduates are still unemployed 180,000 new graduates enter the job market yearly Job vacancy in June 2013 dropped 35.7 % to 107,796 compared to 167,968 vacancies at the same time last year UITM RECENT GRADUATE EMPLOYMENT PERFORMANCE In 2013, more than 70% of UiTM recent graduates are employed (6 months after completion of study) (1.9 % of them declared to be self-employed). 22

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27 Thank You 27

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Sustainable Economic Development in Regional Australia Entrepreneurial Universities in Victoria Howard Frederick Faculty of Business & Law Alfred Deakin, entrepreneur ENTREPRENEUR Dreamer, believer, achiever,