Anveshana: search for Knowledge

Open Access Open Access  Restricted Access Subscription Access

Quality Management and Best Practices: An Experiential Learning Model for Higher Education with a special reference to Laxmi Memorial Education Trust


Affiliations
1 Laxmi Memorial Educational Trust, Mangalore, India
 

Education helps men and women claim their rights and realize their potential in the economic, political and social arenas. It is also the single most powerful way to lift people knowledge-based society. Further, higher educational institutions contribute to the growth of the nation by providing specialized knowledge and skilled work force. Education helps men and women claim their rights and realize their potential in the economic, political and social arenas. It is also the single most powerful way to lift people knowledge-based society. Further, higher educational institutions contribute to the growth of the nation by providing specialized knowledge and skilled work force. Though India has a very large population of youth who lookup for higher education, the number and percentage of students enrolling for higher education and professional courses are far below the world average. Educational institutions have realized that in the highly competitive environment, students can be attracted to them only by providing the best in terms of facilities and inputs. But, there is still no universal consensus on how best the quality can be managed within higher education.

The present study tries to understand and report the views and perceptions of heads of educational institutions, faculty and the students from selected five institutions functioning under Laxmi Memorial Education Trust ® (LMET), with reference to quality on various dimensions and to develop a model based on the research indication received.


Keywords

Higher Education, Quality in Higher Education, Private Sector.
User
Notifications
Font Size

  • Ahmad, Wana&Jiana (2010)Learning health through virtual world: comparative between UK and Mala.ysia.J'rocedia - Social and Behavioral S c i e n c e s , V olum e 9, 2010, Pp 11-20. https://doi.Org/10.1016/j.sbspro.2010.12.108

  • Bittarelli& Rossi (2010) Best Practices In University E-Learning Centre,Proce

  • Sallies, Green D. and Boyne, G.A., Gould-Williams, J.S., Law, J. and Walker, R.M. (2002).

  • Best Value-Total Quality Management for Local Government? Public Money & Management, 22,9-16.

  • Bran, S.A., Wong, J.L. and Rao, B.M. (2000). TQM and business performance in the service sector: a Singapore study. IntemationalJournal of Operations & Production Management, 20,1293-1312.

  • Brown R (2013) Mutuality Meets the Market: Analysing Changes in the Control of Quality Assurance in United Kingdom Higher Education 1992-2012, Higher Education Quarterly, John Wiley & Sons Ltd., Volume 69, Iss. 4, October, 1995 pp 420-437.

  • Conca, F.J., Llopis, J. and Tari, J. J. (2004). Development of a measure to assess quality management in certified firms. European Journal of Operational Research, 156,683-697.

  • Flynn, B.B., Schroeder, R.G. and Sakakibara, S. (1994). A framework for quality management research and an associated measurement instrument. Journal of Operations Management, 11,339-366.

  • Flynn et al., 1994: B. B. Flynn, R. G. Schroeder, and S. Sakakibara, A framework for quality management research and an associated instrument, Journal of Operations Management 11 (4) (1994), pp. 339-366

  • GitachariSrikanthan& John Dalrymple (2006) Implementation of A Holistic Model For Quality In Higher Education, Taylor & Francis, Volume 11, Issue 1, 2005, pp 69-81 DOI:http://dx.doi.org/10.1080/13538320500077686

  • Gunduz N and Ozcan D (2010) Learning Styles Of Students From Different Cultures And Studying In Near East University, Procedia - Social and Behavioral Sciences, Volume 9, 2010, Pp 5-10. https://doi.org/10.1016/j.sbspro.2010.12.107

  • Hartley, J. and Downe, J. (2007). The shining lights? Public service awards as an approach to service improvement. Public Administration, 85, 329-353

  • Harvey L. (1993) - Qualify Assurance in Western Europe; Trends, PracNces and Issues in

  • Huq, Z. and Stolen, J.D. (1998). Total quality management contrasts in manufacturing and service industries. InternationalJournal of Quality & Reliability Management, 15,138-161.

  • Isabel et, al (2015) Influence of Assessment in the Teaching-learning Process in the Higher Education, Procedia - Social and Behavioral Sciences, Volume 176, 20 February 2015, Pp 458-465. https://doi.Org/10.1016/j.sbspro.2015.01.497

  • Jason M. Lodge &Agnes Bonsanquet (2013) Evaluating Quality Learning In Higher Education: Re-Examining The Evidence, Quality in Higher Education, Taylor & Francis Online, Vol. 20, Iss. 1, 2014. DOI: http://dx.doi.org/10.1080/13538322.2013.849787,

  • Jenicke, L.O., Kumar, A. and Holmes, M.C. (2008), "A framework for applying six sigma improvement methodology in an academic environment", The TQM Journal, Vol. 20 No. 5, pp. 453-62.

  • Kaynak, H. (2003), "The relationship between total quality management and their effects on firm performance", Journal of Operations Management, Vol. 21,pp. 405-35.

  • Mangnale&Rajasekhara M P (2011)Quality Management in Indian Higher Education System: Role of Internal Quality Assurance Cell (IQAC), Asian Journal of Business Management, Maxwell Scientific Organization, 3(4): 251-256,2011,ISSN: 2041-8752.

  • Maznah. R, Hussain R and AbuBakar A (2010) Eye on teaching: improving practice through research inquiries, Procedia - Social and Behavioral Sciences, Volume 9, 2010, Pp 403-407. https://doi.Org/10.1016/j.sbspro.2010.12.172

  • Morgan, C. and Murgatroyd, S. (1994). Total quality management in the public service: an international perspective. London: Open University.

  • Ahire, S.L., Golhar, D.Y. and Waller, M.A. (1996). Development and validation of TQM implementation constructs. Decision Sciences, 27, 23-56.

  • Parrish. D.R (2016)Principles and a Model for Advancing Future-oriented and Student-focused Teaching and LeammgJ>rocedia - Social and Behavioral Sciences, Volume 228, 20 July 2016, Pp 311-315.

  • https://doi.Org/10.1016/j.sbspro.2016.07.046

  • Prajogo, D.I. (2005). The comparative analysis of TQM practices and quality performance between manufacturing and service firms. InternationalJournaloj'Service IndustryManagement, 16,217-228.

  • Santa, T.W., Anderson, C.L. and Berenott, B., (ed). Proceedings of Fifth international Conference on Assessing Quality in Higher Education, Indiana University - Purdue University, Indianapolis, USA.Pp.4-14

  • Saraph, J.V., Benson, P.G. and Schroeder, R.G. (1989). An instrument for measuring the critical factors of quality management. Decision Sciences, 20(4), 810-829.

  • Sawanth G.D (2016) Role Of IQAC In Maintaining Quality Standards In Teaching, Learning and Evaluation, Pacific Science Review: Humanities and Social Sciences, Volume 2, Issue 2, July 2016, Pp 66-69 https://doi.Org/10.1016/j.psrb.2016.09.016

  • Sharp S (1995) The Quality of Teaching and Learning in Higher Education: Evaluating the Evidence, Higher Education Quarterly, John Wiley & Sons Ltd.,Vol. 49, Iss. 4,1995, pp 301-315. DOI: lO.llll/j.14682273.1995 .tbO 1683.x

  • Stephen Sharp S, Munn P, Paterson L (1997) Quality Assessment in Higher Education: the Scottish Experience, Higher Education Quarterly, John Wiley & Sons Ltd., Volume 51, Issue 4, October, 1997, pp 286-307.DOI:10.1111/j.l468-2273.1995.tb01684.x

  • Sudha T (2013) Total Quality Management In Higher Education Institutions, International Journal of Social Science & Interdisciplinary Research, IJSSIR, Vol. 2 (6), June,2013, pp 121 -132.

  • Watson D (1995) Quality Assessment and 'Self-regulation': the English Experience, 1992-94, Higher Education Quarterly, John Wiley & Sons Ltd., Volume 49, Iss. 4, October, 1995 pp 326-340.DOI: lO.llll/j.14682273.1995.tb01685.

  • Waugh, R.F. (2002). Academic staff perceptions of administrative quality at universities. Journal of Educational Administration, 40,172-188.

  • Woollard A (1995) Core Skills and the Idea of the Graduate, Higher Education Quarterly, John Wiley & Sons Ltd, Volume 49, Iss.- 40ctober 1995, pp 316-325


Abstract Views: 413

PDF Views: 293




  • Quality Management and Best Practices: An Experiential Learning Model for Higher Education with a special reference to Laxmi Memorial Education Trust

Abstract Views: 413  |  PDF Views: 293

Authors

Ashritha P. Shetty
Laxmi Memorial Educational Trust, Mangalore, India

Abstract


Education helps men and women claim their rights and realize their potential in the economic, political and social arenas. It is also the single most powerful way to lift people knowledge-based society. Further, higher educational institutions contribute to the growth of the nation by providing specialized knowledge and skilled work force. Education helps men and women claim their rights and realize their potential in the economic, political and social arenas. It is also the single most powerful way to lift people knowledge-based society. Further, higher educational institutions contribute to the growth of the nation by providing specialized knowledge and skilled work force. Though India has a very large population of youth who lookup for higher education, the number and percentage of students enrolling for higher education and professional courses are far below the world average. Educational institutions have realized that in the highly competitive environment, students can be attracted to them only by providing the best in terms of facilities and inputs. But, there is still no universal consensus on how best the quality can be managed within higher education.

The present study tries to understand and report the views and perceptions of heads of educational institutions, faculty and the students from selected five institutions functioning under Laxmi Memorial Education Trust ® (LMET), with reference to quality on various dimensions and to develop a model based on the research indication received.


Keywords


Higher Education, Quality in Higher Education, Private Sector.

References





DOI: https://doi.org/10.23872/aj%2F2018%2Fv8%2Fi1%2F176265