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DIEM:Disruptive Innovation Educational Model for Technological Universities


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1 Marathwada Institute of Technology, Aurangabad, India
     

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This article presents the 21st Century Challenges before the Higher Education, in general and Technical and Management Education; in particular. The major issues faced by this sector like proliferation, affordable, access, equity and equality, quality education, etc., are presented. The features of sustaining and disrupting innovation models and their impact on industry world are highlighted. Traditional universities and business models like solution-shops, value-added processing and facilitated users networks, are considered. The proposed recommendations for policy makers suggested by Christensen et al are listed. It has been argued that disrupting innovation model can afford low-cost education with quality as perceived by students and other stakeholders in terms of say demonstration of skills and knowledge acquisition rather than merely obtaining a paper degree certificate. The emphasis is not on building of buildings but on building of minds. A few suggestions like use of lean philosophy, reduction in teaching work-load, revising faculty qualifications, implementing process and performance management, in-service industrial training, superannuating age, etc., are made. It is believed that the article will be of interest, thought provoking and disrupting the status quo of Indian traditional universities.

Keywords

Solution Shops (Organizations Charging Service Fees For Giving Solutions to Customers Using Intuitive And/Or otherwise Personal/Group Expertise), Sustaining Innovation (Innovations that Help Maintain Status Quo Like Traditional Universities), Disruptive Innovation (Innovations that Help Capture Untapped Market through Affordable Cost with Quality As Perceived By Customer), Direct Labor (Direct Manpower Involved in Yielding Output Like Faculty, Etc), Burden Rate (overhead Burden Rate other than Direct and Indirect Labor), Hire to Do (Hiring Somebody/Agency to Do a Job), Seat Time (Total Time the Student Attends the Classes).
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  • DIEM:Disruptive Innovation Educational Model for Technological Universities

Abstract Views: 247  |  PDF Views: 0

Authors

P. H. Waghodekar
Marathwada Institute of Technology, Aurangabad, India

Abstract


This article presents the 21st Century Challenges before the Higher Education, in general and Technical and Management Education; in particular. The major issues faced by this sector like proliferation, affordable, access, equity and equality, quality education, etc., are presented. The features of sustaining and disrupting innovation models and their impact on industry world are highlighted. Traditional universities and business models like solution-shops, value-added processing and facilitated users networks, are considered. The proposed recommendations for policy makers suggested by Christensen et al are listed. It has been argued that disrupting innovation model can afford low-cost education with quality as perceived by students and other stakeholders in terms of say demonstration of skills and knowledge acquisition rather than merely obtaining a paper degree certificate. The emphasis is not on building of buildings but on building of minds. A few suggestions like use of lean philosophy, reduction in teaching work-load, revising faculty qualifications, implementing process and performance management, in-service industrial training, superannuating age, etc., are made. It is believed that the article will be of interest, thought provoking and disrupting the status quo of Indian traditional universities.

Keywords


Solution Shops (Organizations Charging Service Fees For Giving Solutions to Customers Using Intuitive And/Or otherwise Personal/Group Expertise), Sustaining Innovation (Innovations that Help Maintain Status Quo Like Traditional Universities), Disruptive Innovation (Innovations that Help Capture Untapped Market through Affordable Cost with Quality As Perceived By Customer), Direct Labor (Direct Manpower Involved in Yielding Output Like Faculty, Etc), Burden Rate (overhead Burden Rate other than Direct and Indirect Labor), Hire to Do (Hiring Somebody/Agency to Do a Job), Seat Time (Total Time the Student Attends the Classes).



DOI: https://doi.org/10.16920/jeet%2F2012%2Fv25i3%2F114997