The Development of Systematic Module for Learning and Transformative Mechanism of Academic Services Master Plan Development for Higher Education Institutions: The Case Study of Faculty of Environment and Resource Studies, Mahidol University
Article Sidebar
Main Article Content
Abstract
This qualitative case study proposes a systematic module, with the purpose of up-scaling organization’s learning ideas driven tool, and as a transformative mechanism for the development of the Academic Services Master Plan for Higher Education Institutions (HEI). The Faculty of Environment and Resource Studies, which is a regulatory organization under Mahidol University, is chosen as the unit of study. The study method is designed on the participatory workshops and group discussions. The participants are set as who involved in driving the strategic management of the organization, including personnel at all levels of the organization, executives and representatives from head of department lecturers as well as researchers of faculty. With the help of VENSIM® programme, the learning module is developed as a soft system archetype, in the form of Casual Loop Diagramme (CLD), to integrate a set of secondary data, such as National Policy and Strategic Plan and Academic Services Plan of HEI, with the important learning dimensions of learning services of organization from the participants. From the module developed, it shown the various dimensions of systematic relationships and driving behaviors that influence four organization’s learning and managerial components, e.g. academic service policy, academic service management, action plans and the development of implementation, and evaluation process of organization. Further, system module has highlighted key leverage mechanisms in determining direction and goal and strategic plan development, efficiency and effectiveness, and evaluation of academic service activities of the organization. The module developed in this study is considered to be useful for enhancing learning, developing plan and management guidelines of HEI, under the social dynamics in moving towards a knowledge-based society in the 21st century.
Article Details
Views and opinions expressed in the articles published by The Journal of MCU Peace Studies, are of responsibility by such authors but not the editors and do not necessarily reflect those of the editors.
References
Argyris, C. (1999). On Organization Learning. Oxford: Blackwell.
Beer, S. (1979). The Heart of the Enterprise. Chichester: John Wiley & Sons.
Beer, S. (1981). The Brain of the Firm, Chichester: John Wiley & Sons.
Benson, T., & Marlin, S. (2017). System Thinking for Policy Making: The Potential of System Analysis for Addressing Global Policy Challenges in the 21st Century: The Habit-Forming Guide to Becoming a Systems Thinker. PA: Systems Thinking Group, Inc.
Capra, F. (1982). The Turning Point. New York: Simon & Schuster.
Checkland, P.B. (1981). Systems Thinking, Systems Practice. Chichester: John Wiley and Sons.
Chofreh, A.G. et al. (2016). A master plan for the implementation of sustainable enterprise resource planning systems (part I): Concept and methodology. Journal of Cleaner Production, 136, 176-182.
Chofreh, A.G., Goni, F.A. & Klemes, J.J. (2017). Development of a roadmap for sustainable enterprise resource planning systems implementation (part II). Journal of Cleaner Production, 166, 425-437.
Chofreh, A.G., Goni, F.A. & Klemes, J.J. (2018). A roadmap for sustainable enterprise resource planning systems implementation (part III). Journal of Cleaner Production, 174, 1325-1337.
Decharin, P. (2008). Organization Improvement Toolkits Section 2: Strategic Planning. Bangkok: Vision Print and Media Co., Ltd.
Forrester, J.W. (1961). Industrial Dynamics, (2nd Edition). MA: Pegasus Communications.
Hock, D. (1999). Birth of the Chaordic Age. San Francisco, CA: Berrett-Koehler.
Holmlund, M., Kowalkowski, C. & Biggemann, S. (2016). Organizational behavior in innovation, marketing, and purchasing in business service context-An agenda for academic inquiry. Journal of Business Research, 69, 2457-2462.
Morecroft J. (2010). Romeo and Juliet in Brazil: Use of Metaphorical Models for Feedback Systems Thinking, chapter 6 in Tracing Connections, Voices of Systems Thinkers. (Editors Joy Richmond, Kathy Richmond, Joanne Egner & Lees Stuntz, dedicated to the memory of Barry Richmond), NH: isee systems.
Jackson, M.C. (1991). Systems Methodology for the Management Sciences. New York: Plenum. Phoomravi, N. (2010). Participation processes in preparing the community master plan in Tambon Wangtakor, Amphoe Langsuan, Changwat Chumporn. Parichart Journal, 23(2), 81-100.
Richardson, G.P. (1991). Feedback Thought in Social Science and Systems Theory, Philadelphia: University of Pennsylvania Press.
Sadeghnezhad, M., Nabavi, F.H., Najafi, F. & Kareshki, H. (2018). Mutual benefits in academic – service partnership: An integrative review. Nurse Education Today, 68, 78-85.
Schwartz, P. (2003). Inevitable Surprises: Thinking Ahead in a Time of Turbulence. New York: Gotham Books.
Senge, P.M. (1996). The Fifth Discipline Fieldbook: Strategies and Tools for Building a Learning Organization. London: Nicholas Brealey.
Thaithong, N. (2011). Creation of master plan for Rajabhat University’s information technology. Industrial Technology Lampang Rajabhat University Journal, 4, 32-47.
UNESCO. (1998a, 1998b). Framework for Priority Action for Change and Development in Higher Education. Site in World Conference on Higher Education (WCHE, 1998b). Paris: UNESCO.
Ulrich, W. (1983). Critical Heuristics of Social Planning: A New Approach to Practical Philosophy. Bern: Haupt
Wheatley, M.J. (1999). Leadership and the New Science: Discovering Order in a Chaotic World. San Francisco: Berrett-Koehler Publishers.
