A GLOBAL VISION FOR 2020: An IT-Driven Cultural Evolution

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Increase number of research active staff. Community engagement at MUT is the active involvement of the university community through its academic staff, support staff, students, and alumni in strategic partnerships with the broader community to enrich learning and research, to prepare engaged citizens, and to contribute to the public good. Community engagement values a culture of openness and access, creating value and improved quality of life, active communication and collaboration with community stakeholders, and positive constituent services at all levels. We aim to position MUT as a preferred partner for community, industry and business leaders with outstanding capability and strengths in our areas of expertise.

Through its anchor strategy, MUT will have a wider focus beyond community partnership through a scope of engagement that includes physical, economic, and social revitalization of its neighbourhood.

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Goal 4: Targeted national engagement and internationalization. Our virtual environments will integrate seamlessly with the physical experience and support national and international engagement. It is essential for MUT to contribute to national development in support of the National Development Plan by stimulating social and economic development through activities such as outreach, service, and collaborative research and commercialization programs that respond to national needs and align with the MUT mission.

Our alumni extend their engagement with MUT, working together to enhance our reputation and to support our ongoing development, nationally and internationally.

President Abdul Kalam envisions an India where knowledge is the primary production resource

Students and staff continue to embrace diversity as part of our distinctive culture. Number of international student exchange programmes. We aim to lead MUT into a sustainable future; fostering creativity, agility and resilience in our people, processes and systems. Our processes, systems and people are to support effective knowledge-sharing and efficient use of resources.

Strategies for achieving our vision

This will foster an environment that provides the evolution toward our future profile of people, culture and processes, infrastructure, revenue mix, and global capabilities will be addressed through the following initiatives:. Increase in third stream income a s a percentage of total income. To improve the University brand i.

Improved net promoter score. Capital expenditure to depreciation ratio within benchmarked norm.

  • MUT Strategic Plan 2020-2025.
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  • President Xi Jinping’s global vision for China.
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Each indicator has associated target and is benchmarked against past performance as well as peer performance. The intent of MUT is to operate as an integrated whole, with each element and component contributing to the University mission and vision, collaboratively and in a holistic fashion. This approach will move the institution as a whole toward the realisation of its vision.

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An implementation process that will ensure that the strategic plan is carried out effectively is critical to our success. The implementation plans for the Strategy are:.

President Xi Jinping sets out China's global vision

It will act as a clearinghouse to communicate strategic direction and promote optimum alignment of our current operations and new initiatives with the plan. It will coordinate initiatives throughout the University, monitoring progress and key metrics, and providing communication and transparency to the planning process.

Delegated authorities and decision making, however, will remain as assigned by the institutional Delegations of Authority Framework, to empower all units with responsibility to determine implementation of their respective parts of the plan. The Strategic Plan framework will be applied to examine whether current and new resource allocations appropriately reflect our priorities through a transparent, interactive process.

Budget proposals will be evaluated according to how well they align with the plan and to what degree initiatives advance fulfilment of the MUT strategic direction. Further dialogue is needed to shift resource allocation approaches to this new model, while fully considering existing commitments and realistic expectations for growth.

This Strategic Plan will be accompanied by a Plan for Financial Sustainability which will help MUT understand whether there will be long-term financial resources to continue to fulfil its Vision and Mission. Through this Plan, will engage in systematic analysis about its financial ability to continue to provide services over time. Monitoring of progress toward goals and improvements per key high-level metrics will guide the evaluation and plan revision process. The EMC can respond with changes to approach, resources deployment, and shifting conditions over time where plan modifications are needed.

Senior Management will advise in this process, coordinate any special task force projects, and manage an annual Strategic Retreat for broad participation and commitment on annual plan updates. An enabling organisational structure will be put in place to create a Senior Management Team that is broadly representative of the university community and advisory to all levels, while maintaining a high degree of transparency and participation in the planning process to promote optimum alignment of the university organization toward a set of common goals.

Quarterly reporting of performance metrics on our goals will be a standard part on reporting on institutional performance by the Executives and Deans. Senior Management will review biannually progress on all initiatives. To facilitate external communications, a public Web site will be established that contains our goals, specific metrics, and progress toward the goals.

  • President Xi Jinping’s global vision for China.
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As a result of our internal system and the public Web site, the university community will be able to assess our progress, and senior leaders will have regular opportunities to discuss and adjust our initiatives as needed. The MUT image, branding, reputation, and prestige will reflect all the aspirational goals outlined in this plan and inform key audiences about progress, constantly recognizing and celebrating accomplishments along this journey.

Our ambitions

We are committed to five strategic goals: Excellence in teaching and learning Excellence in research, innovation and engagement Excellence in community engagement Targeted national engagement and internationalization To create an enabling support environment Underpinning these goals are four strategic themes — ensuring financial sustainability; meeting the expectations and needs of our students and stakeholders government, business, industry and community; improving internal processes and systems to meet the expectations and needs of our stakeholders; and developing the culture, skills and training to support our processes.

MUT IN In , The Mangosuthu University of Technology will be well on its way to becoming one of the preeminent Universities of Technology in South Africa, drawing national and international recognition as a leader in career focused education, research, and public service. The academic identity of MUT have two prominent features: The first feature will be a largely undergraduate focus in the three Faculties in which the research function seeks to inform teaching rather than to shape it.

In this regard the institutional arrangement and prioritisation will be as follows: firstly, the priority will be that the professions, business and industry inform teaching, so that applied research and industry exposure enhance learning as well as the student experience; and secondly, the curriculum will be work-integrated to provide experiential learning and exposure to professional practice. The learning will be research-inspired and integrated.

2020 trends

The second feature of the academic identity will be a strategic growth of the postgraduate profile through niche areas of research in selected areas of Collaborative Academic Excellence CAE cutting across Faculties and Departments to incubate new academic areas aimed at: Creating an environment conducive for collaboration, creativity and critical engagement. Providing a focus for the growth of postgraduate student enrolment. Achieving excellence in multidisciplinary and interdisciplinary research.

Engaging with emerging fields of knowledge and scholarship. Strengthening our ties to the social, economic, political, and cultural communities around us. Vision statement To be a transforming, equitable, sustainable and academically excellent University of Technology anchored in its communities.

Values We encourage an environment of dialogue and discovery, where integrity, excellence, inclusiveness, respect, collaboration, and innovation are fostered. We are committed to transparency and accountability. We lead by example in all areas including our approaches to sustainability.

We treating others with civility and openness, recognizing the dignity inherent in each individual. We strive for excellence, seeking to apply the highest standards to benefit our communities. Leadership capability expectations For successful implementation of MUT , we define the key capabilities that define leadership in the MUT context. MUT ensures the safety and wellbeing of our people. We create an inclusive and supportive university community in which achievements are celebrated and rewarded.

Our people have the opportunity to enrich their lives and pursue their goals. Global trends shaping higher education Greater access to knowledge characterised by readily available content, broadening of access to higher education and increased participation in developing countries. Competition for markets and funding characterised by competition for student markets and competition for new sources of funds. Institutional type distinctiveness within the Post School Education and Training landscape. Institutional differentiation within the university sector. The imperatives of the National Development Plan Nation-building imperative Elimination of poverty and reduction of inequality through growth by Responsive Enrolment Plan to achieve: improvements in participation and graduation rates; increase in the percentage of staff with a PhD qualification; production of more doctoral graduates; and increase in science, technology and innovation outputs.

Imperatives of the Fourth Industrial Revolution The evolution and fusion of technologies resulting in change evolving at an exponential rather than linear pace resulting in the disruption of almost every industry in every country with positive benefits of long-term gains in efficiency, productivity. Emerging fields Areas of knowledge and scholarship such as: artificial Intelligence; internet of things; nanotechnology; quantum computing; and biotechnology.

Top skills for the future such as: complex problem solving; critical thinking; service orientation; and cognitive flexibility. These include: Being a residential university, largely serving previously disadvantaged communities with opportunities to educate and empower our students and communities and address pressing transformation and multicultural issues facing the nation. Academic hub in the eThekwini metropole, a dynamic growing economy, focus for future growth. The wide range of experiences and diversity of ages, languages, and ethnicities of our students, academic staff, and support staff.

Rapid growth in the South African post-school education and training sector that provides opportunities for positive change and for building a unique university.