There are many multiple controls on the engineering institutes. Even though they are are supposed to be have academic, administrative and financial autonomy, they seldom have sufficient autonomy to innovate. This power point provides a method to perform under multiple external and internal controls.

1. An Integrated Model for
Improving the Performance
of Engineering Institute
under Multiple External and
Internal Disruptions
THANIKACHALAM VEDHATHIRI,
B.E., M.TECH., PH.D., M.S., FIE., FIGS., FFIUCEE
(VTHANI2025@GMAIL.COM)

2. Disruptions!
EXTERNAL DISRUPTIONS INTERNAL DISRUPTIONS

3. External and Internal Disruptions
• MHRD Policies and Directions
• AICTE Norms
• State Government Policies and Directions
• Affiliating University‘s Policies and Directions
• BOARD OF GOVERNOR’S Policies and Directions
• CEO’s Directions
• HOD’s Directions

4. Impact of External Disruptions
• Too Many External Controls
• Some Times Contradicting and Conflicting Directions
• Lead to Loss of Precious Time, Loss of Internal Revenue, Loss of
Academic Productivity, Loss of Research Outcomes, Loss of
Services to MSMEs/IDAs/MNCs, Loss of Competitiveness, Loss
to Human Capital and Knowledge Capital.
• Loss of Motivation

5. Impact of
External
Disruptions
Breaks!

6. Performance
Improvement
Plan

7. External Controls
• UGC/ AICTE- Resource Regulations for Engineering Colleges,
Recognition of Interdisciplinary Postgraduate Degrees, Faculty
Student Ratio, Recognition of Interdisciplinary Ph. D. degrees,
Engineering Faculty Qualification/ Experience, Industrial and
Pedagogy Training Undergone, Research Publications, Consultancy
Works Completed, Norms for Recruitment of Deans, Higher Academic
Pay for Outstanding Contribution, Technical Support Staff Promotion,
Reemployment
• Service and Recruitment Rules as per the Board of Governors

8. Norms of the Affiliating University
• Representation of the University Nominee in the Board of
Governors, Academic Council, and Board of Studies.
• Representation in Faculty Selection Committees
• Autonomy for Academic Programs, Examination, Award of
Degrees etc.
• Autonomy for planning and implementing traditional degree
programs

9. Problems Faced
• Interdisciplinary postgraduate and Ph.D. degrees are not
recognized by AICTE for recruitment of engineering faculty by
Affiliated Colleges
• Deemed Universities are recognizing them under UGC
Guidelines
• The part-time research scholars from polytechnics which are
located outside the jurisdiction of affiliating university are not
permitted to register Ph.D. degrees

10. University Representative for the Board of
Governors
• Many are not attending the Board meetings.
• Many are not attending the faculty recruitment
meetings.
• Most of them do not possess required engineering
qualifications and knowledge of emerging technologies
and industrial growth.

11. Disruptions due to Board of Governors
• Many Chairpersons don’t guide the institute for excellence
• The faculty vacancies increase every year
• There is NO academic audit on the performance, faculty
accomplishments and excellence to adding knowledge capital
• The gap between the industry and the academic programs grow
at a faster rate.
• Results in improper selection of candidates
• Court cases arise
• Academic growth is affected

12. The CEOs take Decisions which are Against
Recruitment Rules
• Stopping the selection of qualified & well accomplished faculty
• Fixing low basic pay and no advance increments for earning
Ph.D. degrees
• Blessing the coteries alone for promotion, training, advance
increments, deputation to foreign universities, etc.
• Stopping the applications for training programs even though it is
mandatory to undergo needed training for developing new
curricula and implementing
• Stopping the selected faculty from undergoing the foreign
training programs even though they send the applications
through proper channel.

13. Possible Solutions
• Informing the Chairmen and the members of the Board towards
excellence
• Forming Standing Committee Members on Curriculum,
Interdisciplinary Postgraduate and Research Programs
• Scrutinizing the selection process, comparative statements,
publications, and accomplishments
• Conducting Academic Audit every year

14. Implementation of the Suggestions of NEP
2019
• Mandatory Faculty Training
• Faculty Development Unit
• Informing the Board Members about growth plans
• Appreciative Appraisal of the performance of the faculty
• Early Grievance redressal procedure
• Rewarding the Excellent Performers

15. Developing a Learning Organization
• Self Control
• Strategic Planning of the Programs
• Active Academic Cell
• Dedicated Board Members who focus on Excellence
• Flawless Academic Audit, remedial measures

16. Learning Organization
•Generate Ideas with Impact
•Generalizing Ideas with Impact
•Identifying Learning Disabilities

17. Generate Ideas with Impact
• Amalgamate all external disruptions
• Learn from innovators
• Create new rules for recruitment, highest qualifications,
accomplishment, continuous support, rewards for excellence
• Recognize the boundaries made by external disruptions
• Negotiate
• Identify the learning difficulties of faculties, Board members

18. Train the actors to overcome the
learning difficulties
• Identify the performance gaps
• Generate vision
• Develop learning process
• Bring deep learning
• Meet the challenges of organizational environment
• Provide freedom to experiment and learn

19. Thank You
•Your Questions, Please