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Title: The School of Athens Raphael, 15091510 Fresco, 500 770 cm


1
HOW CAN USA BASED EDUCATIONAL INSTITUTIONS
ACHIEVE SUSTAINABLE COMPETITIVE ADVANTAGE
GLOBALLY? Presentation to American Association
of University Administrators
Presenter Sofia Hilentzaris Vice Chancellor
Student Affairs Enrollment
Management University of Indianapolis, Athens
The School of Athens Raphael, 1509-1510 Fresco,
500 770 cm Vatican city, Apostolic Palace
2
WHAT IS SUSTAINABLE COMPETITIVE ADVANTAGE?
  • GROWTH HAS TO BE LONG TERM
  • BUILDING TODAY WITHOUT SACRIFICING
    TOMORROW-INCLUDING NOT OVER-GROWING OR
    OVER-BUILDING TODAY
  • ENTAILS
  • 1. PLANNED ENROLLMENT
  • 2. RETENTION
  • 3. DESIGNING FOR GROWTH/CHANGE based ON
    RECRUITMENT RETENTION PLANS AND FORECASTS
    AIMING AT THE CONTINUOUS BALANCE OF THE WHOLE
    SYSTEM (TAKING INTO ACCOUNT MARKET NEEDS
    DIRECTION AS WELL AS INTERNAL QUALITY STANDARDS)

3
WHAT DO WE SEE IN THIS PICTURE?
4
TO ACHIEVE SUSTAINABLE COMPETITIVE ADVANTAGE
GLOBALLY
  • ENTAILS
  • UNDERSTANDING 3
  • CRITICAL, CRUCIAL, IMPORTANT, SIGNIFICANT,
    MAIN, ESSENTIAL, KEY, FUNDAMENTAL NECESSARY,
    BASIC, CENTRAL, VITAL,
  • THINGS

5
SUSTAINABLE COMPETITIVE ADVANTAGE GLOBALLY
ENTAILS
1. UNDERSTANDING THE ENVIROMENTS 2.
UNDERSTANDING THE ENVIROMENTS and most
important of all 3. UNDERSTANDING THE
ENVIROMENTS
6
ENVIRONMENTAL FORCES
  • Understanding the environmental forces in the
    education arena in different countries around the
    globe is of great importance in positioning USA
    based institutions, comprehending the challenges
    and opportunities in place and setting a strategy
    to achieve sustainable competitive advantage.

7
2 ENVIRONMENTS, 1 RELATIONSHIP
  • 1. EXTERNAL ENVIRONMENT
  • (the world around, surrounding the institution
    the cosmos, macro level)
  • 2. INTERNAL ENVIRONMENT
  • (the world inside the institution, microcosm
    (micro-cosmos) micro level)
  • 3. 1 EXTRAORDINARILY DYNAMIC RELATIONSHIP

8
Therefore some of the questions we need to ask as
global educators are
  • What is the current legal/governmental,
    political, cultural, social, economic and
    competitive environment in the country of
    interest with respect to private vs. public
    education?
  • What can an educational institution based in the
    USA do to enhance its market position and gain a
    larger market share, i.e. achieve sustainable
    competitive advantage?

9
GLOBALIZATION
  • Where does exactly education stand in this new,
    global world?
  • How much local and how much global is it or
    should it be to gain and sustain competitive
    advantage?
  • i.e. Accreditation - Global
  • Recruitment Retention, Recognition -
    Local Curriculum Hybrid Both Global Local

10
ENVIRONMENT 1
  • EXTERNAL
  • LOCAL
  • GLOBAL
  • THINKING GLOBALLY ACTING LOCALLY..

11
The Local Environment
  • a students decision to choose between
    institutions is based on the unique factors
    present in the country of operation such as
  • economic (cost, income)
  • social (friends, family, status)
  • cultural (perceptions of quality, i.e. U.K. vs.
    U.S.)
  • political (anti-foreign sentiments)
  • governmental (policies, laws)
  • competitive (market saturation, accreditation)
  • personal factors (parents, socioeconomic status)

12
The Global Environment
  • a students decision is influence by global
    trends through the use for example of the
    internet, social media, travel..
  • globalization in many ways is making consumers
    and therefore students around the world more and
    more alike (Keegan 2001)

13
ENVIRONMENT 2 The Internal Environment-
Leadership
  • Who is Who
  • Who is Doing What
  • Cost - Are we efficient?
  • Results- Are we effective?
  • Quality- Are we providing the best at the least
    possible cost?
  • Are we creative? Do we innovate?

14
ENVIRONMENT 2 The Internal Environment -
Leadership
  • How are we different?
  • What are our
  • Talents
  • Strengths
  • Weaknesses
  • Opportunities
  • Threats
  • Challenges
  • Priorities

15
THE IMPORTANCE OF LEADERSHIP
  • Mission
  • Vision
  • Strategic Goals
  • Action Plans
  • Quality
  • Student-Centered
  • Cost
  • Differentiation
  • Public Relations
  • Partnerships Alliances
  • Networking
  • Creativity Innovation

16
WHAT ARE WE HERE TO DO?HOW ARE WE GOING TO DO IT?
  • HOW ARE WE GOING TO DO IT?
  • THROUGH LEADERSHIP
  • WHAT ARE WE HERE TO DO?
  • SERVE SOCIETY THROUGH DEVELOPING LEADERSHIP
  • Even Business is a Communal Activity Aristotle

17
The Circle of Organizational LifeThe Ultimate
Power of Leadership is Discovered in Creativity
Innovation. Sofia Hilentzaris, 2008
18
Developing Leadership VIP Values, Identity,
Philosophy
Values (What do you believe In?)
your VIP
Identity (Who are you? What is Your Personal
Calling, Mission Vision
Philosophy (Why should your values identity be
important to others?)
19
  • Leadership VIP as your Ethical Anchor
  • The The Leadership Theseus Thread and
    Leadership VIP Ethics

20
The Theseus Story
  • Theseus the Greek mythic figure who has become
    synonymous with leadership, courage, strategic
    thinking and perseverance.Who was this mythic
    character?Theseus was among seven Athenian
    youths and seven maidens sent to the intricate
    labyrinth of Cnossus by King Minos of Crete.
    There he was destined to face a sacrificial death
    at the hands of the bellowing and sharp-horned
    Minotaur, Minos' half-man and half-bull
    monster.But the brave young man eluded the
    labyrinthine clutches with the help of Minos'
    daughter Ariadne, who came to his cell to give
    him a sword and ball of silken thread."The
    sword is for you to kill the ferocious Minotaur,"
    she told Theseus.
  • "The thread is your means of escape. Of what use
    would it be for you to kill the Minotaur and then
    die of hunger as you tried in vain to find your
    way out of the labyrinth?"But if you tie one
    end of the strong thread to the door of the
    labyrinth and unwind it as you make your way
    through the passages to find the beast, you will
    have a silken clue which will lead you out again
    in safety."Theseus slew the Minotaur and led
    the other prisoners to safety by following the
    thread to the entrance of the maze.

21
Leadership VIP Values Identity Philosophy
L1 Initiation
The Theseus Thread to VIP
VIP
L2 Implementation
L3 Reflection
22
Your Leadership VIP steps
  • Identify Values
  • Establish Identity
  • Conclude Philosophy
  • Establish Personal Roadmap
  • Strategies
  • Venues
  • Channels
  • Mediums
  • of
  • Implementation

23
In Establishing Your Values consider
thatthere ARE UNIVERSAL VALUES (VIRTUES,
PRINCIPLES)especially critical for Global,
Abroad Operationsit works against fear
prejudice !!!The Universal Values by Martin
Saligman
  • Wisdom and Knowledge cognitive strengths that
    entail the acquisition and use of Knowledge
  • Creativity originality, ingenuity Thinking of
    novel and productive ways to conceptualize and do
    things includes artistic achievement but is not
    limited to it
  • Curiosity interest, novelty-seeking, openness to
    experience Taking an interest in ongoing
    experience for its own sake finding subjects and
    topics fascinating exploring and discovering
  • Open-mindedness judgment, critical thinking
    Thinking things through and examining them from
    all sides not jumping to conclusions being able
    to change one's mind in light of evidence
    weighing all evidence fairly
  • Love of learning Mastering new skills, topics,
    and bodies of knowledge, whether on one's own or
    formally obviously related to the strength of
    curiosity but goes beyond it to describe the
    tendency to add systematically to what one knows
  • Perspective wisdom Being able to provide wise
    counsel to others having ways of looking at the
    world that make sense to oneself and to other
    people

24
  • Courage emotional strengths that involve the
    exercise of will to accomplish goals in the face
    of opposition, external or internal
  • Bravery valor Not shrinking from threat,
    challenge, difficulty, or pain speaking up for
    what is right even if there is opposition acting
    on convictions even if unpopular includes
    physical bravery but is not limited to it
  • Persistence perseverance, industriousness
    Finishing what one starts persisting in a course
    of action in spite of obstacles getting it out
    the door taking pleasure in completing tasks
  • Integrity authenticity, honesty Speaking the
    truth but more broadly presenting oneself in a
    genuine way and acting in a sincere way being
    without pretense taking responsibility for one's
    feelings and actions
  • Vitality zest, enthusiasm, vigor, energy
    Approaching life with excitement and energy not
    doing things halfway or halfheartedly living
    life as an adventure feeling alive and activated

25
  • Humanity - interpersonal strengths that involve
    tending and befriending others
  • Love Valuing close relations with others, in
    particular those in which sharing and caring are
    reciprocated being close to people
  • Kindness generosity, nurturance, care,
    compassion, altruistic love, "niceness" Doing
    favors and good deeds for others helping them
    taking care of them
  • Social intelligence emotional intelligence,
    personal intelligence Being aware of the
    motives and feelings of other people and oneself
    knowing what to do to fit into different social
    situations knowing what makes other people tick
  • Justice - civic strengths that underlie healthy
    community life
  • Citizenship social responsibility, loyalty,
    teamwork Working well as a member of a group or
    team being loyal to the group doing one's share
  • Fairness Treating all people the same according
    to notions of fairness and justice not letting
    personal feelings bias decisions about others
    giving everyone a fair chance.
  • Leadership Encouraging a group of which one is a
    member to get things done and at the time
    maintain time good relations within the group
    organizing group activities and seeing that they
    happen.

26
  • Temperance strengths that protect against
    excess
  • Forgiveness and mercy Forgiving those who have
    done wrong accepting the shortcomings of others
    giving people a second chance not being vengeful
  • Humility/Modesty Letting one's accomplishments
    speak for themselves not regarding oneself as
    more special than one is
  • Prudence Being careful about one's choices not
    taking undue risks not saying or doing things
    that might later be regretted
  • Self-regulation self-control Regulating what
    one feels and does being disciplined
    controlling one's appetites and emotions
  • Transcendence - strengths that forge connections
    to the larger universe and provide meaning
  • Appreciation of beauty and excellence awe,
    wonder, elevation Noticing and appreciating
    beauty, excellence, and/or skilled performance in
    various domains of life, from nature to art to
    mathematics to science to everyday experience

27
  • Gratitude Being aware of and thankful for the
    good things that happen taking time to express
    thanks
  • Hope optimism, future-mindedness, future
    orientation Expecting the best in the future
    and working to achieve it believing that a good
    future is something that can be brought about
  • Humor playfulness Liking to laugh and tease
    bringing smiles to other people seeing the light
    side making (not necessarily telling) jokes
  • Spirituality religiousness, faith, purpose
    Having coherent beliefs about the higher purpose
    and meaning of the universe knowing where one
    fits within the larger scheme having beliefs
    about the meaning of life that shape conduct and
    provide comfort

28
LEADERSHIP WISDOM (LW) Involves the use of EI,
SI, CI AS A STRATEGY Roadmap FOR A LEADER in
self-management, in leading others Wisdom
involves both thinking action, it means
knowing the best ends (thinking) and using the
best means (acting) to achieve those
ends Leadership Wisdom (LW) is the awareness
of what is, what could be, and the deployment of
strategies to become LEADERSHIP WISDOM defined
by S. Hilentzaris, 2008 based on the work of
Goleman, Boyatzis, Clawson, Chiszentmihalyi,
Gardner
29
Leadership Wisdom
  • Consists of
  • Seeing what needs to be done
  • Understanding the environment and the dynamics
    IDENTIFYING THE BEST ENDS-LINKS TO MISSION
    VISION
  • Initiating action to reach ends USING THE BEST
    MEANS- DESIGN FOR GROWTH/CHANGE STRATEGY ACTION
    PLANS

30
EUDAIMONIA As a foundation to the Strategy,
Roadmap in leading
  • The Ancient Greek King of Macedon, Alexander the
    Great said, I am indebted to my father for
    living, but to my teacher for living well.
    Alexander the Great was no ordinary man he was a
    king after all. His father Phillip of Macedon is
    credited for uniting the Greek city states and
    Alexander himself under this unity became a
    global leader, who was able to travel to far
    places and spread Hellenism.
  • Alexander made the point on how important
    education was to a good life even so long ago.
    Aristotle, his teacher, explained that all humans
    are looking for the good life, for happiness,
    for eudaimonia

31
EUDAIMONIA
  • As Aristotle explained all humans aim at living
    the good life and happiness is the meaning and
    the purpose of life.
  • Thomas Jefferson later assured us that we all
    have the human right of the pursuit of
    happiness.
  • To accomplish such goals in a global society we
    need to develop leaders who are inspired by
    excellence and driven by results, who care about
    others and who are concerned about the future,
    our environment and sustainability.
  • Such leadership requires logos, ethos, and pathos
    (Aristotle)
  • That is the challenge of education in the 21st
    century. And many of us, as educators, are
    dedicated, committed and ready to meet that
    challenge through creativity and innovation.

32
EDUCATION THAT PROVIDES VALUE AND VALUES
  • As in the time of Alexander the Great and
    Aristotle, Individuals today are still looking to
    receive education that provides value.
  • Along with value, education in order to provide a
    sustainable good life, needs to provide values
    and develop leaders with skills required to
    sustain the broader environment where they live
    and work while they are able to cooperate
    globally by developing globalmentality.
  • If strategic plans and action plans are based on
    Value and Values for the students then the future
    is bright and the mission of USA based
    educational institutions would be accomplished
    around the globe.

33
EDUCATION SHOULD PROVIDE STUDENTS WITH THE
KNOW-HOW TO BUILD THEIR LIFE TRAJECTORYFROM
MORPHOSIS TO METAMORPHOSIS
  • MORPHOSIS DEVELOPING FORM -PROVIDED IN SCHOOL-
    WE TRY TO BUILD MODEL CITIZENS MARKETABLE
    SKILLS
  • METAMORPHOSIS TRANSFORMING -REQUIRES
    SELF-AWARENESS SKILLS- IMAGINATION, CREATIVITY,
    THE WILL TO CHANGE EVOLVE-- SUCH SKILLS NEED TO
    BE PART OF MOPROSIS-- ie. EXPOSING STUDENTS TO
    DIFFERENT CULTURES ENVIRONMENTS
  • From Morphosis to Metamorphosis ---THE
    ROADMAP-- necessary for the journey is the value
    (both as a belief return-on-investment) of
    life-long learning

34
Some of the Innovative Programsat the University
of Indianapolis, Athens
  • Ambassadors Forum
  • Leadership for Health Sustainability-
  • Global Virtual and On-Site Workshops
  • Young Leaders Conferences Forums
  • Designing Green in Greece
  • Odyssey in Athens

35
Leadership for Health SustainabilityGlobal
Virtual On-Site Workshops, Young Leaders
Conferences Forums
  • The aim is to develop the understanding of
    students who as citizens and educated members of
    their communities need to know and appreciate the
    human environmental consciousness and cultural
    heritage and their development in the broader
    historical and global context.
  • Although the roots of modern science are known to
    be in ancient Greece few scientists recognize the
    contribution that ancient scholars various
    cultures around the globe even today can still
    make to modern issues like sustainable
    development. For example information from ancient
    texts can greatly contribute to the protection of
    the environment. Studying such texts and
    understanding how different societies started
    and progressed is very crucial to the future of
    sustainability.
  • A better understanding of history and peoples
    decisions that affect the environment are vital
    for the 21st century citizen and professional.
    Students who study these areas also realize that
    cultural diversity is an inseparable part of
    globalization and it is the future of
    citizenship. A global citizenship mentality is
    the next frontier humans have to conquer and we
    can do that by realizing that even though there
    are differences between nations we all share
    common concerns and a common human destiny.

36
The Ambassadors Forum
  • The Ambassadors Forum is a pioneer class in
    which Ambassadors of various diplomatic missions
    come to address students on issues of diplomacy
    and foreign and domestic policy. Ambassadors of
    different countries from all over the world
    address students on issues concerning their own
    country and are in a unique position to be able
    to present their countrys position on different
    issues involving foreign policy, international
    relations, security, bi-lateral and multi-lateral
    relations.
  • The goal of this program is to introduce students
    to diplomacy in action through the eyes and the
    experience of the key players. The course
    achieves active student involvement through an
    interactive process that includes discussions
    with the experts in the Forum.
  • Students gain insight into the relationship of
    these countries to other countries and the role
    of the Ambassador in maintaining diplomatic
    relations. Understanding the role of cooperative
    bodies such as the European Union, NATO, and the
    United Nations is another goal of this innovative
    program.
  •  

37
Odyssey in Athens
  • Odyssey in Athens is a semester or year-long,
    study abroad program in Greece offering the
    opportunity to American and international
    students with global thinking, interests and
    perspectives to chart their own course towards
    knowledge. They do that through actual
    experiences and first-hand understanding of what
    classical and modern means.
  • Students take classes in their chosen fields and
    majors and study in a diverse environment along
    with Greek and other international students. This
    is a tremendous experience for students majoring
    in business, communications, human resources,
    international relations, public relations,
    history, philosophy, politics, science, medicine,
    psychology, sociology, media and journalism,
    language, architecture, art, theater, or music.
    It offers a great opportunity to students to
    explore, see with their own eyes, and touch with
    their own hands all those places where the
    liberal arts subjects and the sciences were
    founded.
  • In addition to their regular studies, students
    are encouraged to take full advantage of the
    Greek language and culture courses. Courses
    surveying Greek civilization from the ancient
    times to the present cover art and archaeology,
    ethnography and culture, history, literature,
    politics and language. Courses with an
    international or cross cultural focus include
    anthropology, business administration,
    journalism, history, literature, political
    science and economics.

38
REFERENCES
  • 1. James Clawson, Level Three Leadership
    getting below the surface, 3rd Edition,
  • New Jersey Pearson Prentice Hall 2006
  • 2. Bryan Magee, The Story of Philosophy, New
    York Barnes Noble, 2006
  • 3. Ken Blanchard, The Heart of a Leader,
    Oklahoma Honor Books, 1999
  • 4. John Maxwell, The 17 Essential Qualities of a
    Team Player, Tennessee Thomas Nelson, Inc. 2002
  • 5. Martyn Oliver, History of Philosophy, Great
    Britain Octopus Publishing, 1997
  • 6. Rob Goffee and Gareth Jones, Why Should
    Anyone Be Lead by You?, What It Takes to Be an
  • Authentic Leader, USA Harvard Business
    School Press, 2006
  • 7. John C. Maxwell, The Difference Maker, USA
    Thomas Nelson Inc., 2006
  • 8. Daniel Goleman, Richard Boyatzis, Annie
    McKee, Primal Leadership, Realizing the Power
  • of Emotional Intelligence, USA Harvard
    Business School Press, 2002
  • 9. Howard Gardner, Frames of Mind, New York
    Basic Books, 1993
  • 10. Keith Ferrazzi, Never Eat Alone, and Other
    Secrets to Success, One Relationship
  • at a Time, USA Doubleday-Random House,
    2005

39
REFERENCES
  • John Maxwell, The 21 Indispensable Qualities of
    a Leader, USA Thomas Neilson, 1999
  • Howard Gardner, Five Minds For The Future, USA
    Harvard Business School Press, 2006
  • Feldman, Csikszentmihalyi, and Gardner, Changing
    The World, A Framework for the Study of
    Creativity, USA Praeger Publishers, 1994
  • 14. Mihaly Csikszentmihalyi, Flow The Psychology
    of Optimal Experience, USA Harper Perennial,
    1991
  • 15. Mihaly Csikszentmihalyi, Creativity, Flow and
    The Psychology of Discovery and Invention, USA
    Harper Perennial, 1997
  • 16. Porras, Emery, and Thompson, Success Built to
    Last, USA Wharton School Publishing, 2006
  • 17. Buckingham and Clifton, Now, Discover Your
    Strengths, USA The Free Press, 2006
  • 18. Kouzes and Posner, The Leadership Challenge,
    USA Wiley Sons Inc., 2002
  • 19. Harvard Business Review on Breakthrough
    Leadership, USA Harvard Business School Press,
    2001
  • 20. J. Rachels and S. Rachels, The Elements of
    Moral Philosophy, USA McGraw Hill, 2007
  • 21. S. Gialamas, S. Hilentzaris, A Leadership
    Approach for Department Chairs, The Department
    Chair Journal, January 2006
  • 22. S. Hilentzaris, Skills Analysis/Leadership
    Individual Leadership, Team Leadership,
    Continuous Quality Improvement (CQI), Ethical
    Behavior, Proceedings of the IDISIEEP,
    International Conference, Greece 2003
  •  
  •  

40
REFERENCES
  • 23. A. Cherif, S. Gialamas, S. Hilentzaris,
    Faculty Performance Planning and Evaluation,
    U.S.A. The Department Chair Journal, January
    2004
  • 24.  A. Cherif, S. Gialamas, S. Hilentzaris,
    Preparing Department Chairs in the Area of
    Faculty Leadership, USA The Academic Leadership
    Journal, December 2003
  •  A. Cherif, S. Gialamas, S. Hilentzaris,
    Minimizing Conflict Between Department
    Chairpersons and Faculty, USA The Department
    Chair Journal, January 2003
  • S. Hilentzaris, Healthcare Facilities Management,
    Enterprise-wide integration and Continuous
    Quality Improvement , Proceedings of the 15th
    International Congress of the International
    Federation of Hospital Engineering, Scotland
    1998
  • S. Hilentzaris, Quality Maintenance and
    Engineering The Foundation of an Enterprise-wide
    Total Integration System, USA Facilities
    Management Journal, January/February 1997
  • Robert Kreitner, Management, 9th Edition, USA
    Houghton Mifflin Company, 2004
  • Lewis, Goodman, Fandt, Management, Challenges For
    Tomorrows Leaders, 4th Edition, USA Thomson,
    2004
  • Mihaly Csikszentmihalyi, The Evolving Self, A
    Psychology for the Third Millennium, USA Harper
    Perennial, 1993

41
Communication Information
SERVING AMERICAN EDUCATION IN GREECE GLOBALLY
Dr. Sofia Hilentzaris Vice ChancellorStudent
Affairs and Enrollment ManagementUniversity of
Indianapolis, Athens
10557 Athens, GreeceTel 30 2103236647/30 210
3239740 x17Mobile 30 6948547461Fax 30
2103248502hilentzariss_at_uindy.gr
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