Challenges of Globalization :

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Challenges of Globalization Educational Reform
in Tertiary Education
Muhammad Yahaya and Imran Ho Abdullah
Universiti Kebangsaan Malaysia 43600 Bangi,
Malaysia
CESA 20 JULY 2003
Http//www.ukm.my/myahya
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Agenda

• Challenges of globalisation
• research university
• the quality of the academic programs and the
  graduates from such programs and
• the issues of internationalisation
• conclusion

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Malaysia has acknowledged that higher education
is a global market. We are in a phase where we
need to make radical changes and renewal. The
danger is that we may descend into education
which is internationalised but traded unfairly .
Tan Sri Musa Mohamad Opening Speech at the
National Seminar on the Malaysian Qualifications
Framework 2003 reported in the NST Wednesday 2
July 2003
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Globalization

• The process of integrating an international/interc
  ultural
• dimension into teaching, research and service
  functions of the institution

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globalization
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Impact of Globalisation on Universities

• GOVT POLICIES ---gtBUSINESS PRACTICES BROUGHT INTO
  UNIVERSITY
• university is engine for economic productivity
  competitiveness
• scholars are entrepreneurs
• market led, profit driven, rather than serving
  interest of society

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BUSINESS PRACTICES IMPACTING ON ACADEMIC
TRADITIONS

• University Council ---gtBoard of Directors
• Academic collegiality ----gtManagerialism of
  administrators, technocrats, individualism (VC
  is CEO, Registrar is Gen Manager)
• Privatisation of HE, regulated with LAN, Private
  Education and HE Acts
• Curiosity-driven Research -------gt industry-
  driven research
• Competition based on price quality
• Internationalism selling programs overseas

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Repositioning of UKM

• Strategic plans
• UKM as a research university
• the quality of education
• internationalisation

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Overall Strategy lists 10 Objectives/Strategies

• To advance and nurture Bahasa Melayu(National
  Language)
• To emphasize and intensify research
• To uplift the quality of academic programmes.
• To lead UKM to the international level
• To realize students excellence and potential

• To equip UKM as a leading agency of the ICT era.
• To develop and sustain human resources.
• To implement budgeting according to planning.
• To provide the required physical infrastructure
  and environment.
• To emplace a quality work culture based on
  indigenous values.

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Research
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Transformasion UKM
Application
UKM
Research
Teaching
UKM
discovery
Teaching
Teaching
TRANSFORMASION
Integrated research
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Research University

• No of Ph.D Staff
• Infrastructure
• Research Grant
• No of Postgraduates
• Postdoctoral
• Fellowship
• Centre of Excellence

50 Research 40 Teaching 10 Others 30
operational Budget for RD
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• PROGRAMMES TO LEAD IN RD
• The setting up of Centers of Excellence.
• The appointment of several Professors and leading
  foreign experts.-Lead Scholar Program
• Emphasis on graduate and post-graduate courses
• The setting up of research groups.
• Industrial oriented courses.

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QUALITY
Examination procedures Human resource Financial
management

• Certification of ISO
• Academic Training
• Academic audit
• Trial audit , Engineering Faculty, by
  QAD-Kementerian Pendidikan
• Quality awards

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VISION AND STRATEGIES FOR RD

• Establish a research management system
• Encourage research of national importance
• encourage research collaboration
• Enhancing research-teaching collaboration
• multidisciplinary research

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World Share of Total Publication Output 1985-1989
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GERD AS A PERCENTAGE OF GDP
Korea-97
Japan-97
US-98
Swiss-96
Germany-98
France-97
Denmark-98
UK-97
GERD as a of GDP
Singapore-98
Norway-97
Australia-96
Canada-98
NZ-97
Malaysia-98
Indon-95
Thailand-96
GNP per capita (US)
Source MASTIC
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Relation with Industry

• UKM Holdings Sdn. Bhd.a company owned by UKM that
  caters commercial activities including
  consultancy works.
• The commercialization of new research
  findings-Research Management Centre
• The creation of industrial Skills Development,
  Techno-entrepreneurship and entrepreneurship
  programmers for students. -MTDC

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Restructure
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Restructuring of faculties

• In 1999, four science faculties were merged into
  a single Faculty of Science and Technology and in
  2000.
• Three social science based faculties were merged
  into a single Social Science and Humanties
  Faculty.
• The restructuring of commerical entities under
  the umbrella of a holding company.
• The restructuring of the Bursars office

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M
U
K
http//www.ukm.my
UKM Holdings Sdn Bhd

• A company owned solely by UKM
• Operation commenced on January 2001
• Was operating under the Chancellors Foundation
  Limited
• Conducts Commercial Activities
• Owns 2 Subsidiaries

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M
U
K
http//www.ukm.my
UKM Holdings Sdn Bhd
UKMHSB
UKM Kesihatan Sdn. Bhd
UKM Pakarunding Sdn. Bhd.
Centre for Distance Learning
Puri Pujangga
Centre for Educational Advancement
Nursery Kindergarten
Students Apartment (Block 6)
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Reasons for Restructure

• One major issue in public institution of higher
  learning - funding and accountability
• no voluntary severance or redundancy policy.
  Instead the focus was on the optimization of
  courses and creating of new programmes utilising
  existing resources.
• The restructuring of commercial entities under
  the umbrella of a holding company.

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Conclusion

• Like all universities in this region which have
  witnessed profound changes in the realm of
  higher education, UKM too has found itself faced
  with an urgent need to reposition .
• This presentation has highlighted some of the
  challenges and UKMs responses. In particular the
  strategies and approaches of UKM to various
  issues associated with globalisation
• Research, Quality and Internationalisation are
  the keywords in terms of the challenges, while
  structural reforms (in whatever form) can be seen
  to facilitate the RQI challenges if done
  properly.

RQI
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M
U
K
Terima kasih.
Thank you.
www.ukm.my
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ACKNOWLEDGEMENT
UKM-UPI Organizing Committee,