1. CHIEF MOJISOLA LADIPO, mni
THE CHALLENGE OF THE REGISTRY IN MEETING GLOBAL BEST PRACTICES IN UNIVERSITY ADMINISTRATION
CHIEF MOJISOLA LADIPO, mni

2. ACKNOWLEDGEMENT: ALL IMAGES ARE COURTESY OF GOOGLE

3. meeting global competitiveness means adopting global best practices with competencies that meet global expectations

4. FIVE TOP UNIVERSITIES IN AFRICA (2019)
- WORLDTOP20.ORG

6. University of South Africa
University of the Witwatersrand
Stellenbosch University
University of Kwazulu-Natal
University of Pretoria

7. Economic and Social Indicators for Rating ‘global’ Universities
Global best practices in Management
The competencies needed to meet global best practice
The way forward

8. ……Economic and Social Indicators for Rating ‘global’ Universities

9. Innovation – 60%
Research -30%
Publications -10%
Facilities – 15%

10. Teaching -305
Employability – 40%
SocialResponsibility– 15%

11. The Times Higher Education Rankings are not much different
The Times Higher Education Rankings are not much different. Only two Nigerian Universities made the top while one University made the top 1001!

12. it is important to note that elite (global) universities are not labelled by ‘self-declaration; rather, their status is conferred by the outside world on the basis of international recognition

13. CHARACTERISTICS OF GLOBALLY COMPETITIVE UNIVERSITIES

14. Good governance – freedom and autonomy, leadership that is committed to accountability, transparency, inclusiveness without primordial sentiments
Multiple sources of income from research, patents, investments, benefactions etc
Openness to new ideas fostering competition, innovation and professionalism
Efficient management of talents and resources, human, material, financial and environmental

15. Quick response to the demands of an ever-changing global market
Customer-centric service delivery
Stable and accessible infrastructural facilities l
Highly digitized processes- e-learning, e- governance, e-administration etc
Stability of academic calendar and government policies

16. Best Practice v.
Smart Practice

18. a method or technique generally accepted as superior to any alternatives because it produces results that are superior to those achieved by other means or it has become a standard way of doing things because, over time, it has worked exceptionally well

19. best practice must be balanced with what is unique to our institutions and the practices we have in common with universities globally,

24. Source: World Economic Forum Global Competitiveness Report 2016)
…. that is adept at absorbing new technologies (pillar 9), and without sufficient financing (pillar 8) for R&D or an efficient goods market that makes it possible to take new innovations to market (pillar 6)
Source: World Economic Forum Global Competitiveness Report 2016)

25. peculiarity, complexity and capital-intensiveness of universities and global events and changes have made a lot of impact on the way we manage and administer universities and the relevance and currency of service departments

26. Globally Competitive Administrator

27. COMPETENCIES FOR GLOBAL COMPETITIVENESS

28. Ability to contribute to strategic decisions using insight and understanding
Excellent grounding in industry specific knowledge and rules, regulations and laws

29. Possession of technical know- how, i. e
Possession of technical know- how, i.e. software programmes, excel, Word, etc
Innovativeness and ability to show initiative and come up with creative ways to solve problems

30. Personal confidence and emotional intelligence
Excellent communication skills- to get points across to colleagues, internal and external publics and stakeholders at all levels

31. Openness to change and ability to adapt and embrace new technology, shifts in general working practices
Ability to prioritise work and beat deadlines

32. Commitment and loyalty
Excellent customer service orientation with win-win approach to issues
Strong work ethics

34. LEADERSHIP IS KEY

35. developing and training the administrator to possess the required knowledge, skills and capability

36. A ‘Needs Assessment Survey’ to identify individual strengths and areas of deficiencies at every level of the hierarchy
Targeted hands-on training to meet those needs

43. Continuous self development
Personal commitment to quality in service delivery
Continuous self development
Embracing technology for effective, timely and cost effective services delivery

44. Job knowledge
Overall intelligence
Attitude
Culture

47. Specific and detailed subject knowledge Multidisciplinary knowledge-
General industry knowledge
Specific and detailed subject knowledge
Multidisciplinary knowledge-
conceptual diagnostic, and evaluative knowledge

48. PROCEDURAL KNOWLEDGE
CREATIVE KNOWLEDGE

52. Deliberate succession planning for all levels of management in this era of rapid turnover arising from the new dispensation

53. CONCLUSION

54. We defined the University Administrator and his or her role and functions
We examined the concept of Global Competitiveness
We considered the competencies required for global competitiveness
We identified the building blocks of a globally competitive administrator

55. We surmised that leadership is key to impartation of knowledge, skills and the right competencies of globally competitive administrators and a joint effort of all the stakeholders

56. We concluded that all the efforts will be wasted without the cooperation as well as the innate ability of the individual and the culture of the institution.

58. THAT IS WHY WE ARE HERE!

59. I THANK YOU FOR YOUR ATTENTION