Management Competencies and Strategies of Academic Middle Managers at Cagayan State University: Basis for Training and Development Program

TERENCE ALFRED ROBERTO   A. TEJADA,

Management Competencies and Strategies of Academic Middle Managers at Cagayan State University: Basis for Training and Development Program

Abstract:

In the organizational structure of higher education institutions, the academic middle managers work between the central administration that provides direction and the faculty and staff. They orchestrate daily activities using competencies and strategies for risk management. The study was conducted to assess the levels of competency and utilization of strategies of academic middle managers to serve as the basis for the formulation of a risk management training and development program for the Academic Year 2023-2026 for CSU middle managers. It made use of the sequential explanatory research design with 78 respondents, using the survey questionnaire and focus group discussion for data collection, percentages, and weighted mean for the analysis of data. Middle managers were found to possess high competency in the exercise of the operational, managerial, and strategic context of risk management covering organizational roles in risk management, project/change management, stakeholder management, data management, and risk on organizational reporting. Middle managers highly utilize risk management strategies in the execution of their duties along with academics, research and extension, long-term strategy, root-cause analysis, and risk management analysis. A risk management training program is designed within the dimensions of operational, managerial, and strategic context and development programs for middle managers to increase their competencies and utilization of risk management strategies.

References:

Agang, M. P. Management Problems of Middle Managers in State Universities and Colleges–Teacher Education Institutions (SUC-TEIs) in Region IX: Basis for a Middle Management Development Program.
Anderson, G. (1994). A proactive model for training needs analysis. Journal of European industrial training, 18(3), 23-28.
Anttila, J., & Jussila, K. (2017). ISO 9001: 2015–a questionable reform. What should the implementing organisations understand and do?. Total Quality Management & Business Excellence, 28(9-10), 1090-1105.
Barbosa, L. C. F. M., de Oliveira, O. J., Machado, M. C., Morais, A. C. T., Bozola, P. M., & Santos, M. G. F. (2022). Lessons learned from quality management system ISO 9001: 2015 certification: practices and barrier identification from Brazilian industrial companies. Benchmarking: An International Journal, 29(8), 2593-2614.
Cabansag, J. N. (2013). Effectiveness of middle level managers of state universities and colleges in Cagayan Valley, Philippines. Researchers World: Journal of Arts, Science & Commerce, 4(1).
Catalyst. (2020). Women in management: Quick take.
Chiarini, A. (2017). Risk-based thinking according to ISO 9001: 2015 standard and the risk sources European manufacturing SMEs intend to manage. The TQM Journal, 29(2), 310-323.
Clarke, N. (2003). The politics of training needs analysis. Journal of Workplace Learning.
Garcia, C. C., & Maniago, J. D. (2018). Emotional intelligence and conflict management styles of Filipino middle managers in select higher education institutions. Asian Journal of Interdisciplinary Research, 1(1), 42-55.
Fonseca, L. (2015). From quality gurus and TQM to ISO 9001: 2015: a review of several quality paths. International Journal for Quality Research (IJQR), 9(1), 167-180.
Fonseca, L., & Domingues, J. P. (2017). ISO 9001: 2015 edition-management, quality and value. International journal of quality research, 1(11), 149-158.
Gould, D., Kelly, D., White, I., & Chidgey, J. (2004). Training needs analysis. A literature review and reappraisal. International journal of nursing studies, 41(5), 471-486.
Ho, D. C. K., Duffy, V. G., & Shih, H. M. (2001). Total quality management: an empirical test for mediation effect. International Journal of Production Research, 39(3), 529-548.
Krueger, R. A., & Casey, M. A. (2002). Designing and conducting focus group interviews (Vol. 18).
Medić, S., Karlović, B., & Cindrić, Z. (2016). New standard ISO 9001: 2015 and its effect on organisations. Interdisciplinary Description of Complex Systems: INDECS, 14(2), 188-193.
Mikes, A. (2009). Risk management and calculative cultures. Management Accounting Research, 20(1), 18-40.
Nazli, N. N. N. N., Sipon, S., & Radzi, H. M. (2014). Analysis of training needs in disaster preparedness. Procedia-Social and Behavioral Sciences, 140, 576-580.
Newstrom, J. W., & Lilyquist, J. M. (1979). Selecting Needs Analysis Methods. Training and development journal, 33(10), 52-56.
Purwanto, A. (2019). Influence of leadership, motivation, competence, commitment and culture on ISO 9001: 2015 performance in packaging industry. Scholars Journal of Economics, Business and Management.
Purwanto, A., Asbari, M., & Santoso, P. B. (2020). Effect of integrated management system of ISO 9001: 2015 and ISO 22000: 2018 implementation to packaging industries quality performance at Banten Indonesia. Jurnal Ilmiah MEA (Manajemen, Ekonomi, & Akuntansi), 4(1), 17-29.
Sari, Y., Wibisono, E., Wahyudi, R. D., & Lio, Y. (2017, November). From ISO 9001: 2008 to ISO 9001: 2015: Significant changes and their impacts to aspiring organizations. In IOP Conference Series: Materials Science and Engineering (Vol. 273, No. 1, p. 012021). IOP Publishing.
Tervonen, T., Linkov, I., Figueira, J. R., Steevens, J., Chappell, M., & Merad, M. (2009). Risk-based classification system of nanomaterials. Journal of Nanoparticle Research, 11, 757-766.
Williams, R., Bertsch, B., Dale, B., Van Der Wiele, T., Van Iwaarden, J., Smith, M., & Visser, R. (2006). Quality and risk management: what are the key issues?. The TQM magazine, 18(1), 67-86.
Wilson, J. P., & Campbell, L. (2016). Developing a knowledge management policy for ISO 9001: 2015. Journal of Knowledge Management.
Wilson, J. P., & Campbell, L. (2020). ISO 9001: 2015: the evolution and convergence of quality management and knowledge management for competitive advantage. Total Quality Management & Business Excellence, 31(7-8), 761-776.