IUB Malcolm Baldrige

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Malcolm Baldrige Analysis on

Independent University, Bangladesh

Prepared for:Dr. Muhammad ZiaulhaqMamun

Course Instructor

Quality Management (P404)

Prepared by:

Samira Saba RH 01

ShamjidSiraj ZR 05

Mohammed Masudur Rahman ZR 07

AhnafZabee ZR 35

SikdarTirthaPritam ZR 44Mohammad Sakib Khaled ZR 55

BBA 18th Batch

June 22, 2013

Institute of Business Administration, University of Dhaka


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LETTER OF TRANSMITTAL

June 22, 2013

Professor Dr. Muhammad ZiaulhaqMamunCourse InstructorQuality Management (P404)Institute of Business AdministrationUniversity of Dhaka

Dear Sir:

We hereby present our research paper titled Malcolm BaldrigeAnalysis on IndependentUniversity, Bangladesh authorized by you as a requirement for this course. In this report, wehave tried to evaluate Independent University, Bangladesh according to guidelines of MalcolmBaldrige Performance Excellence Program for Education 2011-2012. We are thankful to you foryour assistance throughout the time during which we worked on the paper and sincerely hopethat we would live up to your expectations regarding the quality of our work.We will be available for any further clarification upon necessity.

Sincerely,

Samira Saba ShamjidSiraj Mohammed Masudur Rahman

Roll: RH-01 Roll: ZR-05 Roll: ZR-07

Batch: 18th

____________________________

Batch: 18th

____________________________

Batch: 18th

____________________________

AhnafZabee SikdarTirthaPritam Mohammad Sakib Khaled

Roll: ZR-35 Roll: ZR-44 Roll: ZR-55

Batch: 18th

____________________________

Batch: 18th

____________________________

Batch: 18th

____________________________


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ACKNOWLEDGEMENT

Conducting the research on Malcolm BaldrigeAnalysis on Independent University, Bangladesh

proved to be both interesting and challenging for the researchers. While working on this topic,

they have gained useful insights. Also, it gave them the opportunity to apply what they studied inthe class. However, it would have been impossible to complete this task without the continuous

support and cooperation of certain individuals. The researchers are grateful to them for their

generous help and assistance.

Firstly, they would like to express gratitude towards their course instructor, Professor Dr.

Muhammad ZiaulhaqMamun for giving them the opportunity to conduct the study. They are also

thankful to him for his guidance in dealing with the research issue. He directed them throughout

the entire duration of the research work and clarified all their queries.

Secondly, they are grateful to the faculty member of Independent University, Bangladesh, Mr.

Md. Asheque Imran(lecturer, Business Administration, Independent University, Bangladesh) for

being kind enough to spare his valuable time to provide hisinsights.


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EXECUTIVE SUMMARY

Independent University, Bangladesh (IUB) is one of the oldest private universities in Bangladesh

where academic excellence is a tradition. IUB currently has more than 4000 undergraduate and

graduate students and over 3560 alumni. The student population is projected to grow at 10%

annually. IUB maintains an ideal student teacher ratio of 20:1. The University has 6 schoolsoffering undergraduate and graduate programs in many different fields of study.

The Malcolm Baldrige National Quality Award (MBNQA) is judged by an independent board of

examiners recipients are selected based on achievement and improvement in seven areas,

known as the Baldrige Criteria for Performance Excellence: Leadership, Strategic Planning,

Customer focus, Measurement, analysis and knowledge management, Workforce Focus,

Operation focus and finally Results. Each category is scored based on the approach used to

address the category, how well it is deployed throughout the organization, the cycles of learning

generated, and its level of integration within the organization.

Allocated Points Points Scored

1. Leadership 120 73.85

2. Strategic Planning 85 38.15

3. Customer Focus 85 41.48

4. Measurement, Analysis andKnowledge Management

90 45.68

5. Workforce Focus 85 37.10

6. Operations Focus 85 43.23

7. Results 450 210.35

TOTAL 1000 489.83

LeadershipIUB has set vision, values and mission statements. IUB has free communication, encourages

innovation and has set codes and regulations for transparency and ethical behavior. It has an

ethical committee and a disciplinary committee too. The key decisions are passed on by top

down approach. There is no reward and recognition program to reinforce performance. Their

primary focus is student satisfaction.

Strategic PlanningIUB wants to achieve the goals of higher education and sustainable economic growth in the

country through a two-way relationship between community and university. The university

curriculum and courses of study are progressively revised and adjusted on the basis of their

relevance to national needs and the global market demand. The educational quality is

maintained by relationships with renowned universities overseas. But there is a huge complaint

that IUB is not flexible in terms of their policies and strategic planning.

Customer FocusIUB's goals are to produce graduates of international standards within the local environment,

with knowledge and relevant skills to provide leadership in different sectors. IUB has Student-


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Relation Officers whose duty is to merge the line between the management and the customers

(students). Students voices are heard and that gives them the right to brag about the high

quality in customer focus. Authority makes change in the list of officers to keep the quality up to

the standard.

Measurement, Analysis and Knowledge ManagementPerformance evaluation of faculty is carried out on a regular basis after each semester. Top

managements reviews student complaints regarding any quality issue. All reviews and analyses

are shared with faculties and others to ensure improvement.

Workforce FocusWorkforce Environment:IUB believes in working as a team. As stated before, IUB has always

maintained its motto of sustaining an ideal student teacher ratio of 20:1. It has close to 250

faculty members committed to deliver academic excellence and provide the students a unique

learning experience. Hence the teaching approach is compatible with students expectation.

Aside from teaching, IUB is committed to supporting research. But despite their efforts

MrAsheque Imran has given a mixed feedback on employee recognition. According to him,recognition is the most important motivation factor for an employee and IUB fails to deliver that.

Hardworking, honest faculties are sometimes being overlooked to promote questionable

faculties.

When it comes to the climate of the workforce, IUB shows big gaps in terms of morale, which

have been agreed to be crucial factors when it comes to workforce environment.

Operation FocusThe aggregate planning on work process is decided centrally by collaboration between

Academic Council, syndicate and Board of Trustees. The work processes are deployed through

departments and departmental heads or deans. The execution is planned on semester basis.

The design is changed as requirement arises during regular semester/ yearly review ofprocesses. There is, however, no system to ensure supplier performance, once they are

chosen.

Results

With their well - defined governance structure, IUB exceed the benchmark and are good in

comparative comparisons. However, the institution can improve its communication about the

standard to all stakeholders.


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CONTENTS

1 Introduction ......................................................................................................................... 1

1.1 Organization Profile ..................................................................................................... 11.2 Rationale ..................................................................................................................... 1

1.3 objectives ..................................................................................................................... 1

2 Methodology ....................................................................................................................... 2

2.1 Malcolm Baldrige ......................................................................................................... 2

2.2 Data Collection ............................................................................................................ 4

2.3 Deployment.................................................................................................................. 4

2.4 Scoring guidelines followed .......................................................................................... 5

2.5 Scope & Limitation ....................................................................................................... 6

2.6 Schema ....................................................................................................................... 6

3 Findings .............................................................................................................................. 8

3.1 Score Summary ........................................................................................................... 8

3.2 Score Analysis ............................................................................................................10

3.2.1 Leadership ...........................................................................................................10

3.2.2 Strategic Planning ................................................................................................10

3.2.3 Customer Focus ..................................................................................................10

3.2.4 Measurement, Analysis and Knowledge Management .........................................11

3.2.5 Workforce Focus ..................................................................................................11

3.2.6 Operation Focus ..................................................................................................13

3.2.7 Results.................................................................................................................13

4 Appendix ............................................................................................................................15

4.1 Questionnaire .............................................................................................................15


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1 INTRODUCTION

1.1 ORGANIZATION PROFILE

Independent University, BangladeshFounded in 1993, Independent University, Bangladesh is one of the oldest private universities in

Bangladesh where academic excellence is a tradition, teaching a passion and lifelong learning a

habit. The mission statement of IUB is, Teacheth Man That Which He Knew Not. Current world

ranking of IUB according to Webometrics is 5943rd. And currently it is ranked 9th among all the

Bangladeshi universities according to the same source.

IUB currently has more than 8000 undergraduate and graduate students. The student

population is projected to grow at 10% annually. The students of IUB experience an exciting

academic life with copious opportunity to explore and nurture their innate talent.

IUB has always maintained its motto of sustaining an ideal student teacher ratio of 20:1. It has

close to 250 faculty members committed to delivering academic excellence and provide thestudents a unique learning experience. Hence the teaching approach of our world class

community of faculty is distinctive.

IUB has moved to its brand new USD 30 million state of the art campus in Bashundhara,

Dhaka. The University also has dormitory facilities and guest house for foreign students and

visiting scholars.

The University has 6 schools (the School of Business, School of Engineering & Computer

Science, School of Environmental Science & Management, School of Liberal Arts & Social

Sciences, School of Life Sciences and School of Public Health ) offering 4-year undergraduate

programs in Finance, Accounting, Marketing, Management, MIS, HR Management, Economics,

Electrical & Electronic Engineering, Telecommunication Engineering, Computer Science,English Literature, English Language Teaching, Media & Communication, Anthropology and

Environmental Science & Management, Microbiology, Biochemistry and Genetic Engineering.

IUB also offers graduate programs at the masters level in Business Administration, Computer

Science, Telecommunication Engineering, Software Engineering, Computer Networks and

Communications, Public Health, Development Studies, and, Natural Resources & Disaster

Management and Environment & Management. Currently like other private universities,

1.2 RATIONALEIUB is one of the well-known private universities of our country. This assignment compares the

quality of the university with the standards of the Malcolm Baldrige award. This assignment willbe useful to the authorities of the university who would like to improve the universitys quality

factors.

1.3 OBJECTIVESTo evaluate Independent University, Bangladesh, according to guidelines of Malcolm Baldrige

Performance Excellence Program for Education 2011-2012.


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2 METHODOLOGY

The paper conducted its analysis based on the very famous Malcolm Baldrige guidelines,

explained below in brief.

2.1 MALCOLM BALDRIGEThe Malcolm Baldrige National Quality Award (MBNQA), named after the late Secretary of

Commerce Malcolm Baldrige, has been acting as a platform to showcase exceptional US

organizations, share best practices, facilitate learning and growth, and strengthen US

competitiveness. It is presented annually by the President of the United States to organizations

that demonstrate quality and performance excellence. There are six categories from which three

awards are given every year:

Since its establishment by Congress in 1987 for manufacturers, service businesses and small

businesses, the Baldrige Award was designed in such a way so that it can raise awareness of

quality management and recognize U.S. companies that have practiced and applied successful

quality-management systems.

The performance system is composed of the six Baldrige categories in the center of the figure

that define the processes and the results achieved by the organization in focus. Leadership

(category 1), Strategic Planning (category 2), and Customer Focus (category 3) represent the

leadership triad. These categories are placed together to emphasize the importance of a

leadership focus on strategy and customers. Senior leaders set the organizational direction andseek future opportunities for your organization.

Workforce Focus (category 5), Operations Focus (category 6), and Results (category 7)

represent the results triad. Organizations workforce and key opera tional processes accomplish

the work of the organization that yields your overall performance results.

Measurement, Analysis, and Knowledge Management (category 4) are critical to the effective

management of the organization and to a fact-based, knowledge-driven system for improving

AwardCategories

Manufacturing

Service Company

Small Business

Education

Healthcare

Nonprofit


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performance and competitiveness. Measurement, analysis, and knowledge management serve

as a foundation for the performance management system.

The seven Criteria categories shown in the figure are subdivided into items and areas toaddress. There are 17 Process and results items, each focusing on a major requirement. Items

consist of one or more areas to address (areas). Organizations should address their responses

to the specific requirements of these areas.

Leadership: This category examines how the organizations senior leaders personal

actions guide and sustain the organization. Also examined are the organizations

governance system and how it fulfills its legal, ethical, and societal responsibilities and

supports its key communities.

Strategic Planning: The Strategic Planning category examines how the organization

develops strategic objectives and action plans for operating efficiently. Also examinedare how the chosen strategic objectives and action plans are implemented and changed

if circumstances require, and how progress is measured.

Customer and Market focus: The Customer Focus category examines how the

organization engages its customers for long-term marketplace success. This

engagement strategy includes how the organization listens to the voice of its customers,

builds customer relationships, and uses customer information to improve and identify

opportunities for innovation.


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Measurement, Analysis, and Knowledge Management: The Measurement, Analysis,

and Knowledge Management category examines how the organization selects, gathers,

analyzes, manages, and improves its data, information, and knowledge assets and how

it manages its information technology. The category also examines how your

organization uses review findings to improve its performance.

Workforce Focus: The Workforce Focus category examines the organization's ability toassess workforce capabilities and capacity needs and build a workforce environment

conducive to high performance. The category also examines how the organization

engages, manages, and develops the workforce to utilize its full potential in alignment

with the overall mission, strategy, and action plans.

Process Management: The operations focus category examines how the organization

designs, manages, and improves its systems work and work processes to deliver

customer value and achieve organizational success and sustainability. Also examined is

the readiness for emergencies.

Results: The results category examines the organizations performance and

improvement in all key areasproduct and process outcomes, customer-focused

outcomes, workforce-focused outcomes, leadership and governance outcomes, andfinancial and market outcomes. Performance levels are examined relative to those of

competitors and other organizations with similar product offerings.

Each category is scored based on the approach used to address the category, how well it is

deployed throughout the organization, the cycles of learning generated, and its level of

integration within the organization. An excellent way to improve the organization TQM maturity

is to use the criteria as a self-assessment and then compare your organization's methods and

processes with winners of the Baldrige award.

However, the 20132014 criteria feature a renewed focus on:

innovation management, intelligent risk, and strategic priorities;

social media; operational effectiveness

work systems and core competencies.

2.2 DATA COLLECTIONThe primary data was collected through an interview in three phases.

Phase 1 contained a structured questionnaire was prepared in strict compliance with theBaldrige Performance Excellence Program for Education 2011-2012. This questionnaire wascompleted by Independent University, Bangladeshs lecturer Md. Asheque Imran.

Phase 2was based on a subjective conversation between the surveyor and the surveyed.

Phase 3contained semi-structured interviews of different students and personnel in IUB.

2.3 DEPLOYMENTThe information from the questionnaire were used in a focused group discussion amongst themembers of Group 6. The points were discussed and scores were allocated unanimouslyfollowing Baldrige Scoring Guideline, as given in the following section.


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For each of the ranges described, full score were allocated on existence of all the factors A, D,L, I. Non-existence or partial existence of any of the factors resulted in a 5 % decrease (eachtime) in score from that range.

2.4 SCORING GUIDELINES FOLLOWED

Score Process (for use with categories 1-6)0% or 5% No systematic approach to item requirements is evident; information

is anecdotal. (A) Little or no deployment of any systematic approach is evident. (D) An improvement orientation is not evident; improvement is achievedthrough reacting to problems. (L) No organizational alignment is evident; individual areas or work unitsoperate independently. (I)

10%, 15%,20%, or 25%

The beginning of a systematic approach to the basic requirements ofthe item is evident. (A) The e approach is in the early stages of deployment in most areas orwork units, inhibiting progress in achieving the basic requirements of

the item. (D) Early stages of a transition from reacting to problems to a generalimprovement orientation are evident. (L) The approach is aligned with other areas or work units largelythrough joint problem solving. (I)

30%, 35%,40%, or 45%

An effective, systematic approach, responsive to the basicrequirements of the item, is evident. (A) The approach is deployed, although some areas or work units are inearly stages of deployment. (D) The beginning of a systematic approach to evaluation andimprovement of key processes is evident. (L) The approach is in the early stages of alignment with your basic

organizational needs identified in response to the OrganizationalProfile le and other process items. (I)

50%, 55%,60%, or 65%

An effective, systematic approach, responsive to the overallrequirements of the item, is evident. (A) The e approach is well deployed, although deployment may vary insome areas or work units. (D) A fact-based, systematic evaluation and improvement process andsome organizational learning, including innovation, are in place forimproving the efficiency and effectiveness of key processes. (L) The approach is aligned with your overall organizational needsidentified in response to the Organizational Profile and other processitems. (I)

70%, 75%,80%, or 85%

An effective, systematic approach, responsive to the multiplerequirements of the item, is evident. (A) The approach is well deployed, with no significant gaps. (D) Fact-based, systematic evaluation and improvement andorganizational learning, including innovation, are key managementtools; there is clear evidence of refinement as a result oforganizational-level analysis and sharing. (L) The approach is integrated with your current and futureorganizational needs identified in response to the Organizational


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Determination ofstudent andstakeholdersatisfaction andengagement

5-point likert scale

Customer

Engagement

Educational programs

and services andstudent andstakeholder support


Building student andstakeholderrelationships


Measurement,analysis andknowledgemanagement

Measurement,analysis andimprovement oforganizationalperformance

Performancemeasurement


Performance analysisand review


Performanceimprovement


Management ofinformation,knowledge andinformationtechnology

Data, information, andknowledgemanagement


Management ofinformation resourcesand technology


Workforce focus Workforceenvironment

Workforce capabilityand capacity


Workforce climate 5-point likert scale

Workforceengagement

Workforceperformance


Assessment ofworkforceengagement


Workforce and leaderdevelopment


Operation focus Work systems Work system design 5-point likert scale

Work systemmanagement


Emergency readiness 5-point likert scaleWork processes Work process design 5-point likert scale

Work processmanagement



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3 FINDINGS

3.1 SCORE SUMMARY

Scoring inPercentage

Allocatedpoints

TotalPoints

AllocaTotal

1. Leadership

1.1 Senior Leadership 63% 70 44.10

1.2 Governance and SocietalResponsibilities

60% 50 29.75

2. Strategic planning

2.1 Strategy Development 56% 40 22.40

2.2 Strategy Implementation 35% 45 15.75

3. Customer Focus

3.1 Voice of the Customer 46% 45 20.48

3.2 Customer Engagement 53% 40 21.00

4. Measurement, Analysis and KnowledgeManagement

4.1 Measurement, Analysis, andImprovement of OrganizationalPerformance

53% 45 23.63

4.2 Management of Information,Knowledge, and Information Technology

49% 45 22.05

5. Workforce Focus

5.1 Workforce Environment 46% 40 18.205.2 Workforce Engagement 42% 45 18.90

6. Operations Focus

6.1 Work Systems 53% 45 23.63

6.2 Work Process 49% 40 19.60

7. Results

7.1 Student Learning and ProcessOutcomes

46% 120 54.60

7.2 Customer-Focused Outcomes 46% 90 40.95

7.3 Workforce-Focused Outcomes 53% 80 42.00

7.4 Leadership and GovernanceOutcomes

56% 80 44.80

7.5 Budgetary, Financial, and MarketOutcomes

35% 80 28.00

TOTAL 489.83


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3.2 SCORE ANALYSIS

3.2.1 Leadership

Senior Leadership: IUB has clearly defined mission, goals and strategies and their senior

management are well acquainted with them. The university is run based on its values of

creating knowledge and producing efficient leaders for both public and private sectors of the

country. IUBs senior leadership takes good care in communicating the mission and values of

the organization to its academic and administrative workforce. The administration guided by

these values.

Governance and Societal Responsibility: IUB complies with all the rules and regulations

assigned by UGC. It also has an ethical committee and a disciplinary committee, which ensure

that all code and conducts are strictly followed by both students and workforce alike. IUBs

compliance with legal issues has been appreciated by UGC.

The overall administration of IUB is overseen by a board of trustees, which has an academic

council and syndicate under it. All these three regulatory bodies enjoy full freedom, which is notmuch heard of in private universities of Bangladesh

3.2.2 Strategic Planning

Strategy Development: As their senior leadership team plans for the future, they ask their

workforce for their ideas. IUB encourages innovation among its workforce. The strategies are

developed by the academic council in collaboration with teachers, deans and administration.

This ensures that multiple issues are considered while strategies are formulated.

IUB's goals are to produce graduates of international standards within the local environment,

with knowledge and relevant skills to provide leadership in enterprise, public service and

welfare; encourage and support useful research; create knowledge; and provide further learningopportunities for adults. According to MrAsheque Imran, the University curriculum and courses

of study are progressively revised and adjusted on the basis of their relevance to national needs

and the global market demand. The educational quality is maintained by exchange relationships

with renowned universities overseas.

Strategic Implementation: IUBs implementation framework consists of devising an action plan,

recruiting right personnel to carry out the tasks and allocating the required resources.

Performance is measured only after the completion of tasks. However, the organization is not

very flexible making it difficult to make changes on emergency basis. Consequently, the

implementation of strategies are often not up to the mark.

There is no formal performance projection system in IUB, though senior leadership has certainexpectations from the workforce. These expectations are not communicated well to the

workforce.

3.2.3 Customer Focus

Voice of Customer: All courses are set through a pre-advising session with students. IUB mostly

offers courses that are most sought after by students. They also offer courses which are


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demanded by only a small segment of students, which is an uncommon practice in private

universities. At the end of each semester, students anonymously evaluate their course

instructors. These feedbacks are used to assign course instructors in subsequent semesters.

IUB does not have any key indicators to measure student satisfaction or dissatisfaction levels.

However, number of complaints regarding specific issues is sometimes used to measure

dissatisfaction level.

Customer Engagement: IUB offers a substantial amount of scholarships to its students based

on their academic excellence as demonstrated in both secondary, higher secondary level and

during their course of education in IUB. Besides teaching, IUB is committed to fostering

research and has built a number of research centers and institutes to this end. IUB has also

partnered with a good number of prestigious foreign universities to provide student exchange

programs and 2+2 programs for its students. Students are also groomed to face demanding

recruitment process. All student clubs get necessary support from the administration for smooth

operation.

3.2.4 Measurement, Analysis and Knowledge Management

Measurement, Analysis, and Improvement of Organizational Performance: Daily operations are

tracked by the registrar. However, overall performance and progress are assessed on a yearly

basis during the Academic Council and Syndicate meetings.The data is used in the strategic

meetings to compare projected performance with actual performance. Deviations in the results

are improved by formulating and implementing action plans.

Performance evaluations of faculty is carried out on a regular basis after each semester. Top

managements reviews student complaints regarding any quality issue. All reviews and analyses

are shared with faculties and others to ensure improvement. Although the performance

evaluations are taken into account, it has little effect on promotion.

Each teacher is given a feedback based on the findings. They are praised for their good work

and cautioned about their area of lacking. Current findings are compared with historical findings.

The trend of improvement is measured. This trend can be used to project future performance

when corrective actions take place.If needed, they are sent to training programs for

improvement. But, as Mr. Asheque Imran has said, even if the feedback system is good, there

exists some biasness within which is actually hampering the improvement of IUB.

Management of Information, Knowledge, and Information Technology: All relevant data are

collected and kept in soft copy format. They are also taken from reliable sources mostly

primary data on first hand basis. This ensures integrity and reliability. There are predetermined

systems for each organizational function. All data are quickly processed and passed through the

systems to ensure timeliness.All relevant data are strictly kept for official use only.

Confidentiality is maintained. This ensures security.

Students get data from website or the student affairs division.Stakeholders and the staff get

information from minutes of academic council and syndicate meetings.Their queries are also


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transferred to the syndicate and resolved. In this way, two-way information exchange is

achieved. All academic information is made available to the academic and administrative staff.

The financial information is available only to members of the syndicate.

IUB obtains hardware from trusted sources. This hardware has software in-built into them. Since

the suppliers have been in this business for a long time, IUB believes that the hardware and

software are reliable, secure and user-friendly.

IT services are available to every student and staff at IUB and can avail the services whenever

they want. They have got Wi-Fi covering the whole campus but many students complain about

the connectivity and speed. Audio visual supports are present in every classroom which makes

learning a bit easier.Some students have complained that many computers have viruses and

are too slow to get any work done. The management is looking to improve the performance of

the computers in the computer lab.

There is backup generator to handle power failure. All organizational data in the computers are

backed up by hard copies. This ensures that even during emergency, information is available for

the interested parties.

3.2.5 Workforce Focus

IUB believes in working as a team. As stated before, IUB has always maintained its motto of

sustaining an ideal student teacher ratio of 20:1. It has close to 250 faculty members committed

to deliver academic excellence and provide the students a unique learning experience. Hence

the teaching approach of our world class community of faculty is distinctive.

Aside from teaching, IUB is committed to supporting research. The Centre for Health,

Population and Development (CHPD) at IUB, is a university wide centre which co-ordinates andfacilitates research, scholarly activities, and policy dialogue in the multi-faceted relationships

between development, health and population. It has faculty associates both from within and

outside IUB and sponsors a regular research seminar series, periodic international conferences

on important themes and produces a working papers series. This helps the workforce stay

motivated for further achievement.

As provided under Article 17 of the Private University Act 2010, IUB-Dhaka has a Syndicate to

conduct the management of Independent University, Dhaka including academic, administrative,

and general management activities. This syndicate committee is currently led by the Vice

Chancellor DrShoaib Ahmad. The syndicate committee tries to improve the management

regularly.But despite their efforts MrAsheque Imran has given a mixed feedback on employee

recognition. According to him, recognition is the most important motivation factor for an

employee and IUB fails to deliver that. Hard working, honest faculties are sometimes being

overlooked to promote questionable faculties.


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3.2.6 Operation Focus

Work System: The work system is well defined and structured. It is designed centrally in

collaboration with academic council and syndicate. Since, the system is centrally designed, it is

sometimes difficult to make adjustments during emergency. The work system is regularly

reviewed during each semester breaks and necessary amendments are done. IUB is doing well

in terms of balancing between quality and cost.

Work Process: Key work processes are formulated based on feedback from stakeholders and

students alike. The work process is centrally developed in collaboration between the academic

council, syndicate and board of trustees. The work process is then deployed through

department heads and deans. Execution is planned on semester basis. When the need arises,

minor adjustments are made. The technology used are state of the art. According to

requirement or strategic designs of the board, processes are improved. The organization is

constantly evolving as part of the requirements of its affiliation with foreign universities.

3.2.7 Results

Student learning and process outcomes have received a score of 65%. The contribution to this

mark was led by the high number of IUB students doing well in the job market. A good number

of them also received foreign job acceptances and also received acceptance for foreign grants

and higher education opportunities. This has been possible by their affiliation with foreign

universities. The University has associated itself with a number of international academic

associations such as the Association of Commonwealth Universities (ACU), Commonwealth

Education Partnership (CEP), American Association of University Administrators (AAUA),

Association of Universities of Asia and the Pacific (AUAP), International Association of

University Presidents (IAUP), International Association of Universities (IAU) amongst others.

Customer focused outcomes are also steady at 65%. The university has shown a satisfactory

engagement with the customers, the students, by encouraging, promoting and funding various

co-curricular activities and club/ communities that aim to further the prospects of the students.

The clubs have produced some of the most dedicated individuals who have shone in their

career paths with help from their communities. However, the university fails to provide any valid

indicator to support this claim, and therefore loses marks on Integration factor. The university

also lacks on any valid indication of whether the students are satisfied or not. The positive factor

here is that the students can still approach the authority directly if any urgent need arise. The

authorities have been known to provide cooperative attitude. This information may be doubted,

as the researchers did not have any scope to check for validation.

Workforce focused outcomes got IUB a decent 75% score. The university has a standard

teacher-student ratio of 20:1. Most of the faculty members are well qualified with foreign

university degrees. They also have well qualified staff members, who are efficient in theirservice. As an employer, IUB provides a good work environment, and provides necessary

facilities to the employees. It was the first employer in Bangladesh to provide six month

maternity leaves to employees. IUB is known for providing regular trainings to its teachers and

staff, but have no way of measuring the effectiveness of the trainings or satisfaction level of the

employees. The positive sign is that, the employees are allowed to raise their voice in any

issues that concern them.


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Leadership and governance outcomes are the strongest of the five issues with 80% score. The

institution has clearly mentioned mission, goals and strategy, which are closely followed by the

employees. On the negatives, they lack on a set vision. The body ensures that all processes are

well-monitored, and uses a slight variation of a top-down approach to monitor, allowing

employees voices to be heard as well. IUB has good number of accreditation with foreign

universities and also approved by UGC, whose rules are strongly abided by. They have high

work ethics and provides strong commitment to the society to establish a two-way

communication.

Budgetary, financial and market outcomes for IUB are very disappointingly at 50%. They have

audits, but do not publish them properly. Their financial information are not well communicated

with the employees or the students, also no clear indication of a review by any board. The low

score was due to not providing access to information to the researchers. However, IUB still

stuck around 50% due to their overwhelming performance in the market.


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4a Our employees know how to measure the quality of their work.

4b Our employees use this information to make changes that will improvetheir work.

4c Our employees know how the measures they use in their work fit into ourorganizations overall measures of improvement.

4d Our employees get all the information they need to do their work.

4e Our employees know how our organization as a whole is doing.Category 5: Workforce Focus 1 2 3 4 55a Our employees cooperate and work as a team.

5b Our leadership team encourages and enables our employees to developtheir job skills so they can advance in their careers.

5c Our employees are recognized for their work.

5d Our organization has a safe workplace.

5e Our managers and our organization care about our workforce.

5f Our workforce is committed to our organizations success.Category 6: Operations Focus 1 2 3 4 5

6a Our employees can get everything they need to do their jobs.

6b Our organization has good processes for doing its work.6c Our employees have control over their personal work processes.

6d Our organization is prepared to handle an emergency.

Category 7: Results 1 2 3 4 5

7a Our employees work products meet all requirements.7b Our employees customers are satisfied with their work.

7c Our workforce knows how well our organization is doing financially.7d Our organization has the right people and skills to do its work.

7e Our organization removes things that get in the way of progress.

7f Our organization obeys laws and regulations.7g Our organization practices high standards and ethics.

7h Our organization helps our employees help their community.

7i Our employees believe our organization is a good place to work.

Would you like to give more information about any of your responses? Please include the

number of the statement (for example, 2a or 7d) you are discussing.

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Thank you for your response.

IUB Malcolm Baldrige

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