Leadership Management Benchmarking for Quality Leadership in Jordanian Universities Amman, Jordan Princess Sumaya University for Technology prof. Tatjana Volkova

15-16 March 2016

Leadership Management Benchmarking for Quality Leadership in Jordanian Universities

Leadership Management Benchmarking for Quality Leadership in Jordanian Universities

Leadership Management Benchmarking for Quality Leadership in Jordanian Universities

Leadership Management Benchmarking for Quality Leadership in Jordanian Universities

Aim of the seminar 

To facilitate understanding of benchmarking as a tool and as a ongoing process to improve overall performance of University

Leadership Management Benchmarking for Quality Leadership in Jordanian Universities

Expected outcomes After the seminar the participants will be able:  To explain the purpose of benchmarking  To understand the dual role of benchmarking as a tool and as a process  To define types and ways of benchmarking  To demonstrate understanding about the process steps of delivering benchmarking and tools available  To be able to apply benchmarking as a tool for improving performance of Universities

Leadership Management Benchmarking for Quality Leadership in Jordanian Universities

Agenda 9:10 – 10:00 What is benchmarking? 10:00 – 10:30 Coffee Break 10:30 – 13:00 Benchmarking as a process 13:00 – 14:00 Break 14:00 – 15:30 Benchmarking as a tool for Institutional Leaders 15:30 – 16:00 Coffee Break 16:00 – 18:00 Benchmarking locally for Quality improvement

Leadership Management Benchmarking for Quality Leadership in Jordanian Universities

Literature 

Leadership and Governance in Higher Education – 
Handbook for Decision-makers and Administrators (available: http://www.lghandbook.info/index.php?option=com_steckbriefe&catid=16&Itemid=143)



OECD (1998) Benchmarking in Higher Education. A study conducted by the Commonwealth Higher Education Management Service (available: http://unesdoc.unesco.org/images/0011/001128/112812eo.pdf) GLOBAL UNIVERSITY RANKINGS AND THEIR IMPACT, EUA, 2011 GLOBAL UNIVERSITY RANKINGS AND THEIR IMPACT REPORT II

 

http://www.eua.be/Libraries/publications-homepage-list/EUA_Global_University_Rankings_and_Their_Impact__Report_II  

Benchmarking to improve efficiency. Published: HE Statistics Agency, 2010; available: https://www.hesa.ac.uk/benchmarking_report_nov10 INTERNAL QUALITY ASSURANCE BENCHMARKING report, © European Association for Quality Assurance in Higher Education AISBL 2012, Brussels, available: http://www.enqa.eu/pubs.lasso Leadership Management Benchmarking for Quality Leadership in Jordanian Universities

1st session: 1. 2.

3. 4. 5. 6. 7. 8.

Introduction – What is Benchmarking?

What is Benchmarking? Purpose of Benchmarking Origins of Benchmarking Opportunities for Benchmarking in Higher Education Benefits of Benchmarking Benchmarks for Effective University Administration Types and ways of Benchmarking Benchmarking code of conduct Leadership Management Benchmarking for Quality Leadership in Jordanian Universities

1. What is Benchmarking “ … a diagnostic and a selfimprovement tool, a collaborative learning exercise and an on-going evaluation and systematic approach of continuously measuring and improving work processes…” (UNESCO CEPES, 2007 and HEFCE, 2003).

Leadership Management Benchmarking for Quality Leadership in Jordanian Universities

Benchmarking «…. making and using well-chosen and well-structured comparisons with other relevant organizations to identify areas that need improvement. It involves questioning how processes are performed, seeking out best practices, and implementing new models of operation» Stella, A., & Woodhouse, D. (2007). Benchmarking in Australian higher education: A thematic analysis of AUQA audit reports. Australian Universities Quality Agency.

Leadership Management Benchmarking for Quality Leadership in Jordanian Universities

What benchmarking is not about 



It is not just a survey, where data is presented in aggregated or average terms; nor is it a “three-hour ‘show and tell’ session” with ….“no improvement mechanism has been developed...nor have any measurements of success typically been put in place” (Innovation Network, 1994).

Picture: https://pbs.twimg.com/media/CVPXrWWWoAAirI-.jpg Leadership Management Benchmarking for Quality Leadership in Jordanian Universities

2. Origins of Benchmarking 





Benchmarking originated in the private sector at the end of 1970ies. Xerox Corporation started using benchmarking to try to understand why competitors were performing better. This process led to major changes to improve internal processes and enabled the company to regain a strong market position. Leadership Management Benchmarking for Quality Leadership in Jordanian Universities

Origins of benchmarking 





Since then, benchmarking has been widely used in industry, manufacturing, finance, transport, logistics, retail and services. In the public sector benchmarking has been increasingly used in the health sector, the public transport sector, in local an regional administrations, etc. At the European level, benchmarking has been developed to improve labour market policies, Europe’s industrial competitiveness or public transport systems. Leadership Management Benchmarking for Quality Leadership in Jordanian Universities

3. A central purpose of benchmarking 

to improve the organization’s performance by learning about possible improvements by comparing these processes with other, better-performing organizations;

Leadership Management Benchmarking for Quality Leadership in Jordanian Universities

Benchmarking has emerged 

as another complementary approach to contribute to making sense of how universities are improving performance towards being autonomous institutions acting in environments in growing complexity;

Picture Source: http://www.lasalle.edu/dart/files/2011/09/dart.jpg

Leadership Management Benchmarking for Quality Leadership in Jordanian Universities

4. Benchmarking as a tool and a process Dual role of benchmarking:  

as a management tool as a management process

Due to the dual role of benchmarking: as a tool and as a process there are diverse benefits of benchmarking as well;

Leadership Management Benchmarking for Quality Leadership in Jordanian Universities

Benchmarking as a tool allows organizations 

to compare themselves with others usually with a view to establishing ‘good’- or more ambitiously ‘ best’- practice methods

    



to diagnose problems in performance to identify comparative strengths and weaknesses to learn how do we look in comparison to peers to learn how to improve to improve international positioning

to change and to manage in a more professional way

http://www.citybenchmarkingdata.com/wp-content/information/bm-scores-diagram-2.jpg

Leadership Management Benchmarking for Quality Leadership in Jordanian Universities

Benchmarking as a process

«… through which practices are analyzed to provide a standard measurement (ʹbenchmarkʹ) of effective performance within an organization (such as a university)» Source: http://www.hefce.ac.uk/aboutus/glossary/glossary.htm#b

Leadership Management Benchmarking for Quality Leadership in Jordanian Universities

Benefits of Benchmarking  





Effective decision-making is evidencebased. Benchmarking enables the structured sharing of ideas and good practices on institutional strengths and weaknesses. Benchmarking helps reach out in a more efficient way to a variety of internal and external stakeholders, making better decisions for institutional developments. It helps raise awareness, visibility, institutional profile, reputation and gain a strong competitive advantage. Leadership Management Benchmarking for Quality Leadership in Jordanian Universities

If done properly, it’s an activity that offers huge gains 







Benchmarking accelerates improvements and delivers innovation Provides insight of how other organizations organize their operations and processes Increases the awareness of your level of performance compared to your peers Facilitates cooperation between staff Leadership Management Benchmarking for Quality Leadership in Jordanian Universities

Leadership Management Benchmarking for Quality http://www.globalbenchmarking.org/home/ Leadership in Jordanian Universities

Disadvantages

 

 



You need to find a benchmarking partner. It is sometimes impossible to assign a metric to measure a process You might need to hire a consultant. If your organization is not experienced at it, the initial investments could be big. Staff often resist the changes that are required to improve the performance. Some of best practices won’t be applicable to your whole organization.

Leadership Management Benchmarking for Quality Leadership in Jordanian Universities

Benchmarking 



does not necessarily provide solutions to problems - it is an aid to judgment rather than a substitute for it the data being used may be accurate and worthy of comparison, any subsequent interpretation needs to take account of the particular context applying to the comparators concerned.

Leadership Management Benchmarking for Quality Leadership in Jordanian Universities

Benchmarking



can be an effective diagnostic instrument and suggest alternative solutions, but that the judgment about how far those solutions can be applied must remain in the hands of leadership.

Source: http://www.asu.edu.bh/wp-content/uploads/2014/03/1.jpg

Leadership Management Benchmarking for Quality Leadership in Jordanian Universities

6. Opportunities for Benchmarking in Higher Education 



reflects the search for continuous quality improvement tools and for a more effective way of improving performance in a highly diversified higher education sector in order to ensure that public funding is used effectively to support it; As such, it is strongly encouraged by policy-makers;

Source: https://www.ciee.org/study-abroad/images/programs/0785/headers/desktop/study-abroadjordan-university-language.jpg

Leadership Management Benchmarking for Quality Leadership in Jordanian Universities

Formalization of BM 

 

Some implicit forms of benchmarking have already been used in higher education with various forms of peer review and site visits encompassing some aspects of benchmarking. What is new today are the use of explicit benchmarking and the formalization of processes. The growth of benchmarking in Higher Education reflects the search for continuous quality improvement and more effective ways of improving performance in an increasingly diversified higher education sector.

Leadership Management Benchmarking for Quality Leadership in Jordanian Universities

Major changes have taken place in higher education resulting in higher education institutions having 



to enhance their attractiveness and profile themselves much more strategically enhancing university performance through strategic management and quality management becomes crucial

However, systematic data collection on institutional performance to inform decision-making is still lacking in many higher education institutions. Leadership Management Benchmarking for Quality Leadership in Jordanian Universities

Leadership Management Benchmarking for Quality Leadership in Jordanian Universities

http://www.uky.edu/iraa/content/tuition-and-fees-benchmarkcomparisons Leadership Management Benchmarking for Quality Leadership in Jordanian Universities

https://www.nccbp.org/

Leadership Management Benchmarking for Quality Leadership in Jordanian Universities

The European report on benchmarking in universities (ESMU 2008) identifies the following benefits of benchmarking:

• Measurement and comparison of performance, • Self‐assessment of performance in selected areas, • Support for strategy formulation and implementation, • Strengthening institutional identity, • Obtaining data for decision making, • Better understanding of processes, • The setting of targets for improvement, • The sharing of good practice and enhancement of learning from others on how to improve, • Responding to national and international performance standards, • Demonstrating accountability to stakeholders, • Setting new standards for the sector Leadership Management Benchmarking for Quality Leadership in Jordanian Universities

University benchmarking is an important tool in helping  



 

to make higher education fit for the 21st century to maximize the societal contributions economically, socially, politically and culturally to identify areas for change to assist in setting targets for further improvement to use public funds effectively and efficiently

Leadership Management Benchmarking for Quality Leadership in Jordanian Universities

BEING A PROFESSOR IN 21ST CENTURY

Leadership Management Benchmarking for Quality Leadership in Jordanian Universities http://www.prism-magazine.org/jan07/feature_21st_century.cfm

7. Types and ways of benchmarking There are 3 major types of benchmarking:   

Strategic Performance Process

Leadership Management Benchmarking for Quality Leadership in Jordanian Universities

BENCHMARKING TYPES

• Long term view • Identifying and applying best approaches to set strategic directions of development

Strategic Benchmark

Performance Benchmark • Selecting areas of measurement • Identifying indicators of measurement • Measuring achievements for improvement

• Finding and application of best practises in key processes

Leadership Management Benchmarking for Quality Leadership in Jordanian Universities

Process Benchmark

BENCHMARKING TYPES

Leadership Management Benchmarking for Quality Leadership in Jordanian Universities

Strategic BM Takes a long-term view of University directions of development relative to its selected peers:  To compare the strategic directions of development in order to spot new strategic choices  To identify the best approaches for setting goals  To identify the winning approaches that successful peers use and apply them to their own strategic process. http://www.dumblittleman.com/wp-content/uploads/2014/04/Decision-Making-Skills.jpg

Leadership Management Benchmarking for Quality Leadership in Jordanian Universities

Determining what University is doing strategically is sometimes easier than trying to learn how they deliver individual procedures. 



Strategic directions can be found in annual reports, often publicly available. Selecting a partner University to study makes it easier to approach peers and ask for advice and information on how organization built its success.

Source: https://static.securityintelligence.com/uploads/2015/07/Security-Decision-Making-938x535.jpg Leadership Management Benchmarking for Quality Leadership in Jordanian Universities

Balanced scorecard: a definition 





•

The BSC is a strategic management system used to align activities to the vision and mission of the organization and to select strategic goals in a balanced way; The BSC has evolved from its early use to a full strategic planning and management system (Kaplan, Norton 1996). Born in the business managerial field, in the last decades it has drawn the attention of public administrators, becoming a useful tool to carry on evaluation during years. Some foreign Universities have adopted the BSC: Edinburgh (UK), San Diego, California (USA), Bond (Australia).

Leadership Management Benchmarking for Quality Leadership in Jordanian Universities

Balanced scorecard: the 4 traditional perspectives Financial: it concerns with financial aspects; b) Stakeholders: this perspective allows the Organization to establish goals and performance metrics to “stakeholders” needs and expectations; c) Internal process: it’s the perspective of operational processes; d) Learning and Growth: it includes staff competence development, training and empowerment. a)

Leadership Management Benchmarking for Quality Leadership in Jordanian Universities

Ensuring Financial Stability

Academic and Learning and non-academic Growth staff development goals Ensuring smooth, efficient and effective processes

Vision Mission

Ensuring positive cash flow Efficient use of resources

Services to Stakeholders

Quality assurance processes

Leadership Management Benchmarking for Quality Leadership in Jordanian Universities

Delivering study programs Delivering resarch Commercialization of research Delivering LLL Delivering community services

Performance bencmarking: the main issues   





What we are measuring? Why we are measuring? Are those areas of measurement are relevant to particular University? What kind of indicators to select? Are those indicators relevant?

http://www.studentpulse.com/imgs/640/scale/article-images/uid-140-1014000958-3649/a673b3.jpg

Leadership Management Benchmarking for Quality Leadership in Jordanian Universities

Performance BM: areas of measurement 





It is up to University to select areas of measurement and performance indicators assigned Most popular areas: Teaching and Learning, Research, Service to community, Knowledge transfer; Internationalization, etc. The most popular performance metrics indicators could be found in different rankings of HEI

Leadership Management Benchmarking for Quality https://www.hesa.ac.uk/benchmarking_report_nov10 Leadership in Jordanian Universities

Leadership Management Benchmarking for Quality Leadership in Jordanian Universities

Benchmarking exercises can focus on almost anything, as long as you are currently engaged in the practice and are confident that you can gather sufficient data for analysis.

In the field of internationalization:  international support services,  student mobility,  internationalization of the curriculum, joint study or double study programs,  number of international students,  research internationalization, and so on.

Picture: https://cdn01.reviewpro.com/wp-content/uploads/2015/07/Dollarphotoclub_59258243-550x384.jpg

Leadership Management Benchmarking for Quality Leadership in Jordanian Universities

Criteria that are considered to be desirable in the selection of performance indicators.      

 

Purpose – what will this PI measure and how will it indicate required change Relevance – related to the purposes and objectives Reliability – based on consistent data Auditability – data are able to be scrutinized; Transparency – data are to have clear meaning; Timeliness – data to support the indicators are currently available. Availability – how straightforward is it to collect the relevant data; Cost – how much will it cost in terms of time and money to collect the data. Leadership Management Benchmarking for Quality Leadership in Jordanian Universities

Types of benchmarking: Process BM 

 

It requires to look at other Universities that deliver similar activities and to identify the best practices that can be applied to your own processes in order to improve them; Process benchmarking is a separate type of benchmarking, but it usually derives from performance BM This is because Universities first identify the weak points of services and then focus on the key processes to eliminate those weaknesses

Leadership Management Benchmarking for Quality Leadership in Jordanian Universities

Process BM: finding best practices in the following area



  

     

Internationalization Financial management, HR management, Regional engagement and innovation, University-enterprise cooperation, Quality management Business incubators Library IT and a whole range of other areas. Leadership Management Benchmarking for Quality Leadership in Jordanian Universities







Using these results top management or IT teams have the insights they need to improve performance. While these individuals may not be cyber risk experts, it’s easier to create effective plans when an institution compares its setup to that of other Universities, and even industries. It also becomes easier to set reasonable goals and implement solutions when security issues arise.

Benchmarking tools can help higher education systems easily assess their IT Leadership security Management Benchmarking for Quality Leadership in Jordanian Universities

Ways for benchmarking It is important to choose the optimal approach as it reduces the costs of the activity and improves the chances to find the ‘best practices’ you can rely on

Internal/external Functional

Generic

Competitive/ collaborative

Leadership Management Benchmarking for Quality Leadership in Jordanian Universities

Internal BM  

comparisons are made of the performance of different departments, campuses or sites within a university to identify best practice in the institution, without necessarily having an external standard against which to compare the results

This type may be particularly appropriate to universities where a high degree of devolvement exists to the constituent parts of the institution, where a multicampus environment exists, or where extensive franchise arrangements exist whereby standard programs are taught by a number of partner colleges in different locations.

Leadership Management Benchmarking for Quality Leadership in Jordanian Universities

External (competitive) BM 

 



Comparisons of performance in key areas is based upon information from institutions which are seen as “best in the class” or «competitors» May be run by the institutions themselves on a collective basis; Consultant may be invited in order to ensure continuity and sufficient momentum Higher possibilities of finding the best practices Leadership Management Benchmarking for Quality Leadership in Jordanian Universities

Functional BM 



Managers of functional departments find it useful to analyze how well their functional area performs compared to functional areas of other Universities in a selected number of activities; It is quite easy to identify the best strategic management, marketing, finance, human resource, real estate, library, research, internationalization or IT departments in other Universities that excel in what they do and to apply their practices to your own functional area http://www.wiesbadener-kurier.de/fm/819/thumbnails/CON_513989848_54831_M.jpg.21626268.jpg Leadership Management Benchmarking for Quality Leadership in Jordanian Universities

Estate AUDE (Association of University Directors of Estates) states that it promotes excellence in the strategic planning, management, operation and development of Higher Education estates and facilities (http://www.aude.ac.uk/home). AUDE is critically involved in the Estate Management Statistics (EMS) collection, now transferring to HESA from IPD Occupiers; a technical implementation group has been set up and a member of the AUDE Executive Committee sits on the HESA HEI User Group. In the area of estates and facilities, it is common to benchmark against commercial sector standards Leadership Management Benchmarking for Quality Leadership in Jordanian Universities

https://www.hesa.ac.uk/benchmarking_report_nov10

IT Benchmarking: Case of University of Westminster (UK)    

Delivered strategic IT outsourcing to GOOGLE; Implemented GOOGLE Apps accross the whole University Saved ~1 million pounds to date on ICT costs Improved email storage capabilities

Universities UK Efficiency and effectiveness in higher education, 2011, p.55 Leadership Management Benchmarking for Quality Leadership in Jordanian Universities

Functional benchmarking: Research management and knowledge transfer   



Benchmarking research activity is widespread, undertaken at the level of inputs, outputs and grant awards. Full economic costing has also provided a potential resource of comparable data Some HEIs have Research Management Systems to monitor and manage their research activity, thus allowing for available management information. The research‐intensive HEIs share application and award data at institutional level on a collaborative and confidential basis

Leadership Management Benchmarking for Quality Leadership in Jordanian Universities

Leadership Management Benchmarking for Quality Leadership in Jordanian Universities

Generic benchmarking 



Comparing your University to some generic (or ‘gold’) standards, which would indicate that your University is a learning organization, you would be using generic benchmarking ‘Implicit benchmarking’ is likely to increase in future years as governments and central funding agencies seek to apply benchmarking approaches to universities.

F. e. Research excellence initiative in Germany, UK

Leadership Management Benchmarking for Quality Leadership in Jordanian Universities

http://www.enqa.eu/wp-content/uploads/2015/11/ESG_2015.pdf Leadership Management Benchmarking for Quality Leadership in Jordanian Universities

SNOWBALL METRICS

Leadership Management Benchmarking for Quality in Jordanian Universities

https://www.elsevier.com/__data/assets/image/0005/33359/Snowball-Metrics-landscape.jpg Leadership

8. Benchmarks for Effective University Administration There is some evidence that:  successful BM is much more likely to take place in those organizations that are already relatively well managed and with a strong emphasis on continuous improvement philosophy and innovation;  are likely to be less effective in individualistic or centralized cultures where the long term commitment for benchmarking is unlikely to be found. http://www.universitiesuk.ac.uk/highereducation/Documents/2011/EfficiencyinHigherEducation.pdf

Leadership Management Benchmarking for Quality Leadership in Jordanian Universities

Efficiency and effectiveness in Higgher Education

«.. The development of a common framework for efficiency benchmarking in higher education should also seek to provide guidance on the link between costs and outputs, so that institutions can measure the services delivered against the costs of delivery.» Source: Efficiency and effectiveness in higher education Universities UK

Leadership Management Benchmarking for Quality Leadership in Jordanian Universities

EFFECTIVE UNIVERSITY ADMINISTRATION 

The Committee of University Chairs (CUC) has promoted the monitoring of institutional performance against plans and approved KPIs, ‘which should be, where possible and appropriate, benchmarked against other institutions’ (CUC2006). https://www.hesa.ac.uk/benchmarking_ report_nov10)

Leadership Management Benchmarking for Quality Leadership in Jordanian Universities

Benchmarks for Effective University Administration  

Not only are organizational cultures and structures important in determining the appropriateness of benchmarking and related quality approaches. The meanings attached to benchmarking processes, the organizational assumptions on which they rest, and the consequent success of any benchmarking initiatives are likely to be significantly affected by the social culture of the university system concerned

Leadership Management Benchmarking for Quality Leadership in Jordanian Universities

Benchmarking alone doesn't provide expected results 

 

However, as interest in benchmarking grows, the potential within the public sector to benchmark universities is almost certain to be considered by governments and funding bodies; ….it is not impossible that the development might occur of compulsory institutional participation in benchmarking. Although such an approach might be resisted by both benchmarking specialists and many of the universities concerned, such a compulsory approach would be consistent with the imposition of other quality management and assurance mechanisms in many higher education systems.

Leadership Management Benchmarking for Quality Leadership in Jordanian Universities