ce52aaea48edbdbaf1d197f80e3222aa.ppt
- Количество слайдов: 25
TRANSFORMING THE ACADEMIC INSTITUTION THROUGH TOTAL QUALITY MANAGEMENT : LA CONSOLACION COLLEGE MANILA’S STRATEGIC APPROACHES TO INSTITUTIONAL GOVERNANCE AND SUSTAINABLE DEVELOPMENT Aileen F. Castro and Verna V. Santos 1
Her. Story 1902 The Asilo de Mandaloya was changed to Colegio de la Consolacion marking the date of its foundation as a formal academic institution. The Colegio was first to introduce English to its curriculum 2
1938 – LA CONSOLACION opened its Normal College Course 1945 – Junior Normal, a two-year collegiate course was designed to meet the growing demands of the educational system 1981 – LA CONSOLACION successfully passed the first formal visit made by the PAASCU in three levels. 3
1993 – Sisterhood ties was entered with the Baehwa Junior Women’s College of South Korea. 2000 -2001 – LCC Manila became a member of the PACUCOA with the formal accreditation of the BS Hotel and Restaurant Management Program 4
• The quality of education that students rightfully deserve is the primary reason why La Consolacion College Manila had to think and act logically and affect globally • The day Sister Imelda A. Mora, OSA assumed office as President , La Consolacion’s thrust towards the 21 st century was chartered. Thus began the REINVENTION OF EDUCATION FOR THE FUTURE. 5
PARADIGM SHIFT LCCM’S Educational Model 1. Four Corner Stones a. Religious/Gospel Values Education as the Core of the Curriculum b. Communication Skills c. Professional and Technical Competence d. Information Technology as Main Driver 2. EXCEED – Exceeding Client Expectations through Excellence in Education 3. Holistic Catholic Education Through Technology and Strategic Alliances 6
CENTENNIAL JUBILEE RENEWAL PROGRAM Aim – to promote alternative or new consciousness for LCCM to consistently get involved in the process of transformative education New century for LCCM meant new challenges. In order to embrace the variety of advances in academic technology, the top administration has articulated LCCM’s five major foci in its Five-Year Strategic Plan - ALTER 7
ALTER A – AMBIANCE - for intellectual and personal growth - promotes scholarship, culture of peace and friendship - inspires human creativity L – LEADERSHIP – shared sense of purpose - efficient and effective use of resources - continuous improvement of personnel - a merit-based salary structure - openness and transparency - qualified faculty recruitment and balanced training 8
ALTER T – TECHNLOGY- as seen in teaching and learning practices and curriculum development - IT is seen as valuable tool in providing information and in assessment E – EXTENSION - services and outreach programs, the technical arm of LCCM in implementing its mission - covers initiatives as reaching out to international colleges & universities 9
ALTER R – RESEARCH – an institutional function, purpose and culture - a tool in the production of new knowledge, critical both to the quality of instruction and policy-making at LCCM - Nurturing dynamic researchers among the staff and increasing the number of identified active researchers is a basic strategy to stress on quality research 10
ISO 9001 QUALITY MANAGEMENT SYSTEM n On her 106 th year, provision of quality education to her student clientele is still a priority with LCCM’s institution of ISO 9001 QUALITY MANAGEMENT SYSTEM, n The school desires to subject itself under the Commission on Higher Education’s (CHEd) INSTITUTIONAL QUALITY ASSURANCE MONITORING EVALUATION ( IQUAME) 11
PAASCU and PACUCOA PAASCU – Philippine Accrediting Association of Schools, Colleges and Universities ¨ ¨ School of Arts and Sciences School of Business Administration PACU-COA – Philippine Association of Colleges and Universities –Commission on Accreditation ¨ School of Hotel and Restaurant Management and Tourism 12
CEBAS – Center for Entrepreneurship & Business Advisory Services AREA FUNCTONS Production Area This is provided with the necessary equipment used in the production of different products, e. g. , balloon making equipment for t-shirts, mugs, ball pens, labels, umbrellas, and other corporate giveaways. Demonstration Area It is in this area where invited technical experts conduct product demonstration. Accounting Area It is in this area where students are trained to record real transactions in the books of accounts. This area is provided with computers as in a real accounting office. Display Area It is in this area where finished products are displayed. The raw materials, aptly labeled, used in production are also displayed here. Office This area is equipped with office tables, chairs, fax machine and computers. It is in this area where student-“entrepreneurs” transact with their “customers”. It is also in this area where meetings are conducted. 13
Integrating TQM in Strategic Planning Framework Phase 1 : Objective – Goal Setting (VMOKRAPI) ¨ Vision – Mission ¨ Objectives ¨ Key Result Area (KRA) ¨ Performance Indicators (PKI / PI) ¨ Target (Measures) Phase II : Strategy – Implementation Phase (SPATRES) ¨ Strategy ¨ Action Program ¨ Activities and Tasks ¨ Resources (Staff/ Budget) 14
FULL SPECTRUM OF RIGHT TO LEFT PLANNING 15
TQM Pillars # 1 – SYNERGISTIC RELATIONSHIPS - systematic nature of the work which involves the pooling of talent and expertise of all individuals involve in the production. - puts high premium on teamwork and collaboration #2 – CONTINUOUS IMPROVEMENT AND SELFEVALUATION – total dedication to continuous improvement, personally and collectively - administrators work collaboratively with both teaching and non-teaching personnel 16
TQM Pillars # 3 – SYSTEM OF ON-GOING PROCESS – Deming’s key idea that “over 90% of the problems are with the system - system should be examined carefully to identify and eliminate flawed process #4 – LEADERSHIP – As Joseph M. Juran, a renowned quality teacher and juror stated : “It is important that top management be quality minded. In the absence of sincere manifestation of interest at the top, little will happen below. ” 17
ISO 9001 -2000 n Quality manuals were prepared n New work adopted n Implementation of 5 s n Mindset for innovation and change was widely promoted among members of the school-community 18
Balanced Scorecard System This system approximates the Malcolm Baldrige National Quality Award – the world’s highest quality assurance and certification standard 19
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KNOWLEDGE ENTREPRENEURSHIP n Knowledge entrepreneur encourages creative risk-taking to further improve existing educational programs n Encourages students to be creative and innovative n Empowers them to be entrepreneurial by increasing flexibility and knowledge n Gives them opportunity to network with the industry n Increase access and visibility for them as students of LCCM 21
n CEBAS – Center for Entrepreneurship and Business Advisory Services n Tours and Travel Office n Barcelo Café n Foreign Language Center n Christ Healing Center 22
CONCLUSION 23
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A 25