Higher education institution’s culture, capacity for change, leadership and the appropriate co-ordination mechanisms play an important role in their capacity to engage with partnership building and collaborative action. At the University of Mauritius, (UoM), the incentive structures for mobilising higher education institutions for local and regional development have been rather limited. There was no explicit task or regional development task assigned to UoM and regional engagement has been left to the initiative of the individual Faculties of the University until the recent creation of a new Ministry of Tertiary Education, Science, Research and Technology in 2010, heralding a new era in the development of the tertiary education sector in Mauritius. The new minister is keen to involve academics in working groups and think tanks to provide support for policy decisions. In terms of institutional management, UoM plays a major role in institutional teaching and research activities, but has very little influence
on policy decisions. Higher education institutions should be encouraged to build their capacity, allowing them to recruit high caliber personnel and encourage them to adopt modern management practices and free them from cumbersome civil service controls and regulations.
About the authors:
Hemant Kassean has been a senior lecturer in the Department of Management, Faculty of Law and Management at UOM for the past ten years. He holds an MBA from OXON and has published more than 15 articles in internationally refereed journals.
Mridula Gungaphul is a senior lecturer in the fields of Marketing and Entrepreneurship at the faculty of Law and Management at UOM. She holds an MBA and is a part-time PhD candidate. Gungaphul has also had articles published in internationally refereed journals.
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Volume 30 starts on Jan 30th 2012
Subscribe today January 2012 | Management Today 61
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