Critical Challenges Towards An Entrepreneurial University
In today's modern era, market forces and institutional competition play a huge role in shaping a more dominant education system than in the past, similar institutions can plan different activities and rely less on the pressures of state interests, be flexible in seizing opportunities and have ambitions for institutional improvement. Even so, there is a gap between these institutions and it seems that they are insensitive in adapting to new situations and conditions.
Christina Smith from Pixabay |
The entrepreneurial University has earned award status among the university models of the 21st century era. It is widely discussed by academics and similar practitioners that 'entrepreneurship' has broken through the discourse on expanding higher education until one can give the reasonable assumption that a revolution in management at a university is underway. However, not necessarily such a revolution can take place, not least seen in most of the higher education system in the United Kingdom, due to the very severe obstacles of cultural factors and management capacity, this is an emerging dilemma for universities in realizing the concept of entrepreneurial. Often there are also universities that really want to apply the entrepreneurial system as an element in carrying out their mission is actually the least in applying entrepreneurial ways in managing their daily activities.
The first difficulty
arises in the word 'entrepreneur' itself. The 18th-century English-French
version of the Oxford Dictionary, 'entreprenour' originating in France, is used
to describe people who have the opinion that they look "different from the
others" in the hope of making a big profit or income: those who dare to
take risks. But clark's entrepreneurial concept is broader in meaning, which includes
the dimension of budget diversification as one of the important
elements. However, how the budget is diversified is just as
important as the allocation pattern of the use of the budget.
The
word 'entrepreneur' can have different commercial meanings but alternatives
such as 'innovative' or in other words 'focus' do not indicate the concept
being described, which is more about the drive in identifying and maintaining
different institutional agendas, which are institutionally unspecified by the
outcome of the government funding formula. Most universities are different from
other universities. Their mission is similar to other universities, such as
universities can have positions as international universities with students
from a hundred countries, their universities are universities that conduct
important research, their universities are universities that place the
importance of quality teaching & learning for life and they work more
closely on the local context of the region.
The
university strategic plan emphasizes activities where the
government gives priority to forms of research relevant to the local regional
context and the expansion of university participation, as this reflects the
government's wishes. From the government side wants to see universities that
vary but the source of income allocation is done through a formula where the
formula is designed to have an influence on the higher education system to be
directed and the government believes this will be appropriate. Transparency in
funding methods is combined with the natural competitive pattern of the funding
system that puts the university under pressure to allocate its sources of
income so that in practice the decision of the source of income of the internal
allocation and the form of the institution is directed by technical decisions
taken by the financial board. Institutional strategies, while overcharged
rhetorically, become more determined by student demands and the consequences of
mechanical financial formulations.
An entrepreneurial university scholar does not take into account the existence of government
funds but rather emphasizes the situation in which an institution
psychologically has the trouble-free discretion of government to describe
individual strategies. The university should be autonomos.
'Autonomy' is a concept that means double within the scope of public management
principles because legal institutions of autonomy are possible and usually
those institutions are pushed by the financial mechanisms by which autonomy is
carried out.
Therefore, the
universities are described as having only income autonomy, rather than
self-improvement autonomy. Differences in the form of entrepreneurial
university character are having strong leadership, scope
of development focus, diversity of funding sources, stimulation of academic heartland and integration of business culture. This all reflects
the result of self-improvement autonomy that has the confidence to manage state
finances and funds from various sources such as self-income, where majors care
about the government's financial formulation but receive the right of
universities to allocate sources of income in accordance with their specified
priorities, and include in periphery development efforts that have become the
nature of doing so not because They
withdraw government funds, but in order to produce an independent plan
strategy, not as an embodiment of strategies derived from the formulation of
government policy.
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