Prioritizing Academic Programs and Services: Reallocating Resources to Achieve Strategic Balance

Mobile devices and applications are expected to have a significant impact on teaching and learning in the near future. Yet colleges and universities are currently facing severe budget constraints and discretionary funding is restricted for new initiatives. The question addressed in this paper is: “What strategy should an institution of higher learning with limited resources use in adapting the capabilities of mobile devices to benefit its academic programs?” To help answer this question, students were surveyed to identify their perceptions on the importance of a selected set of mobile learning functions, their experience with using those functions, their recommendation for a mobile learning adoption strategy, and information on the particular mobile devices they possess. The recommended strategy was “pick and choose special capabilities to develop” with the selected functions being (1) Receive alerts and reminders about assignments and appointments concerning the course being taken; (2) Communicate individually with faculty, an advisor, or other students using voice, email, or text messaging; (3) Post or reply to items in a poll, discussion board, or other application; and (4) Download and review lesson materials from a course being taken. Other recommendations included techniques for faculty and student support services as well as institutional policies for limiting models of mobile devices for use in courses, making online courseware for laptops and desktops the same as mobile learning courseware, and making the opportunity for mobile learning optional.

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Corporate Social Responsibility in Hospitals: Need for Transparent CSR Initiatives for Internal and External Stakeholders

Think India ◽

10.26643/think-india.v17i1.7811 ◽

2014 ◽

Vol 17 (1) ◽

pp. 1-7

Author(s):

Vedantam Leela

Keyword(s):

Social Responsibility ◽

Profit Maximization ◽

Healthcare Sector ◽

Medical Procedures ◽

Healthcare Industry ◽

External Stakeholders ◽

Good For ◽

Social Environmental ◽

Corporate Social ◽

Strategic Balance

Social Responsibility initiatives are the indispensible strategies for governance and this applies equally well in the field of Corporate framework also. In the recent times, the corporate houses other than healthcare industry, evidently demonstrated that strategic balance among social, environmental, and commercial goals can be accomplished. Corporate hospitals contemporary functioning rests on the anarchic assumptions that healthcare industry functions on the notion that what is good for patients or society cannot be good for business. At a time when patients are overexposed to medical procedures and medical treatment is within the reach of affordability of only those who are well insured, there arises a question,is it not essential for corporate hospitals to adopt CSR initiatives. An important corollary question, that also needs to be examined, is whether and for what reasons CSR initiatives must be nurtured by Corporate Hospitals. Drawing up from the existing research studies on CSR in corporate hospitals in Indian scenario i.e., corporate hospitals and healthcare sector, this paper (i) undertakes a thorough examination of the CSR initiatives needs a thorough examination, (ii) examines the implications of modelling of CSR in corporate hospitals so as to create a right balance between their social and economic objectives, (iii) to this extent, the paper hypothesizes that (a) employee costs of corporate hospitals may positively increase due to CSR initiatives, (b) profit maximization i.e. positive increases due to CSR initiatives, and (c) the degree of workforce efficiency positively increases sales turnover due to CSR initiatives.

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Doctor of Business Administration (D.B.A.): A Viable Credential for Faculty in Programmatically Accredited Business Degree Programs?

International Journal of Doctoral Studies ◽

10.28945/3529 ◽

2016 ◽

Vol 11 ◽

pp. 217-226 ◽

Cited By ~ 1

Author(s):

Helen L MacLennan ◽

Anthony A Pina ◽

Kenneth A Moran ◽

Patrick F Hafford

Keyword(s):

Doctoral Program ◽

Business Administration ◽

Academic Programs ◽

Future Research ◽

Degree Programs ◽

Business Programs ◽

Professional Degree ◽

Doctor Of Philosophy ◽

Business Practitioners ◽

The University

Is the Doctor of Business Administration (D.B.A) a viable degree option for those wishing a career in academe? The D.B.A. degree is often considered to be a professional degree, in-tended for business practitioners, while the Doctor of Philosophy (Ph.D.) degree is por-trayed as the degree for preparing college or university faculty. Conversely, many academic programs market their D.B.A. programs to future academicians. In this study, we investigat-ed whether the D.B.A. is, in fact, a viable faculty credential by gathering data from univer-sity catalogs and doctoral program websites and handbooks from 427 graduate business and management programs to analyze the terminal degrees held by 6159 faculty. The analysis indicated that 173 institutions (just over 40% of the total) employed 372 faculty whose ter-minal degree was the D.B.A. This constituted just over 6% of the total number of faculty. Additionally, the program and faculty qualification standards of the six regional accrediting agencies and the three programmatic accrediting agencies for business programs (AACSB, IACBE, and ACBSP) were analyzed. Results indicated that all these accrediting agencies treated the D.B.A. and Ph.D. in business identically and that the D.B.A. was universally considered to be a valid credential for teaching business at the university level. Suggestions for future research are also offered.

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