MALAYSIAN HIGHER EDUCATION INSTITUTIONS: CHALLENGE

CHALLENGE

One of the biggest challenges to applying BPR to higher education institutions system is culture. The culture reflect the behavior of organization, in Malaysia it’s the external culture that’s most influence the organizations internal culture. Once the organization overcomes the cultural situation it will be easier to more forward to greater the improvement. The organization needs to empower its employees and make a full commitment to them and their needs and support as part of the improvement objectives. Setting milestone goals within a clear and ample time frame and putting them in writing in the form of a strategic plan is critical. It is also necessary to have a change agent and firm leadership from within inside the organization to create the change. Visionary leadership is more deeply associated with organizational culture whose value favor that favor change (Savolainen, 2002) than with the Malaysian institutions of higher learning which are immersed in a culture that highly values consistency and experience through long term service.

As for the top management and leadership teams, the organizations should change and set up a new attitude towards a ‘market-driven’ value structure incorporating aspects of corporate culture into their current systems. The Malaysian government and higher education institutions have a clear idea that higher education is an industry that should be managed and supported by clear strategies and policies (Yonezawa, 2007). It has to transform to more transformational organization and build synergy within inside the organization. Top management of higher education institutions should take a risk to implement the corporate style of management. The corporate style, or entrepreneurial management and commercialization, are highly influential and even dominate the management culture of higher education institutions in other countries (Yonezawa, 2007). The organization vision and mission should be realistic and should be openly shared among the employees and communicated at all levels. The organizations should also work towards financial independence so that they can be less bound to the governments funding regulation.

As for the employees, their contribution needs to come on the levels of improved attitudes and increased workflow. Employees have to see the change agent as an improvement tool to excel the organizations performance. More work and communications across faculty and departmental lines is necessary to build up team synergy and to tighten the organization into a more unified team. Moreover, the organization should develop a career development culture for the employees. The career development culture can become positive and supportive to the organization by improving the quality and ability of its workers while benefiting the employee as well. Employees see career development culture as an incentive to work harder because they improve the forecast for their positions in future. A career development culture includes succession planning and manpower forecasting to project the future requirements for key personnel, as well as the tracking of fast track personnel (Conger, 2002).

CONCLUSIONS

To become ‘centers of excellence’ and a regional hub in South East Asia for higher education is, and needs to be, more than just a plan for the Malaysia higher education institutions. The first step is committing to and believes that change is possible. There needs to be a high level of commitment to improvement, not only on the part of the organizations themselves but also on the parts of the government and the stakeholders. To meets the challenge of globalization and internationalization, Malaysian higher education institutions have to anticipate the future in education and come out with new business models and strategic plans. A new mindset and skill sets must be developed among employees to make sure the employees align and adjust well and help to drive the improvements. More over it is integral to construct and develop new competencies, soft skills and attitudes among employees. To become successful organizations in the era of globalization, it is important for the organization to blend their inner cultures with the outside culture and external environment. Educational organizations need to adopt and adapt management tools effectively by implementing the Business Process Engineering model and implementing it with the appropriate attention to the Malaysian culture setting to make it achievable. In the end employees need to believe that change is possible.