Introduction

Today, as contemporary organizations strive for developments, the need for proper and insightful administrative practices and policies geared towards development has become almost obligatory if not mandatory. This is to ensure that policies are aligned with intentions and needs of the various local organizational communities. In this stance however, academic institutions around the nation are in dire need of quality leadership to lift them from poor representation, improve research practices and engage in various scholarly activities that upholds academic standards in all ramifications.

Simon (2015) elucidated salient aspects of administration which administrators across boards have attempted all in the bid to improve managerial and administrative quality. These include command-and-control, utilization of behavioural theories in management, transactional-transformational models, transformational leadership and systems thinking approach. On the other hand, while trying to measure administrative competence, Nunn and Pillay (2014) opined that the evaluation of teaching and the effectiveness of leadership has largely focused on teacher’s philosophy, classroom activities, pedagogical approach, innovative materials, curriculum structure, (and most importantly in this case) evaluations from students and colleagues. Although Glassick (2000) and Hofmeyer, Sheingold, Klopper and Warland (2015) contrastingly implied that the assessment of quality in teaching remains elusive, the above parameters of administrative competence measures remains valid for modern evaluation.

Let us bring it down to the Niger Delta University (NDU). In what ways does the Nunn and Pillay’s (2014) components of measuring administrative competence fits the occurrences in the Niger Delta University? Well, the administrative capacities of the Vice Chancellor, especially in the area of financial policies, students oriented policies, developmental policies, better state government/management relations, implied support systems for small scale businesses within the local community, collaborations with other institutions amongst other dimensions of contemporary NDU policies can no longer be left for argument. This is because apart from unrepentant aggrieved persons who may not have the opportunity for proper explanation of what the Niger Delta University has grown to become especially within the last two years, others who are aware of the VC’s developmental strides, both the big and small, the rich and poor, the educated and less educated, the skilled and unskilled, the wise and unwise, and people from all walks of life resident within or familiar with current happenings in the school are in agreement that the Niger Delta University management has indeed done well.

The next subtopic however, will focus on a dual approach to the VC’s developmental strides. This understanding is exigent as the VC’s favourable policies have implications that expand beyond the reach of the four walls of the institution. In what ways do both insiders and outsiders benefit from the policies of the Vice Chancellor? The following subtopic will look into this area.

Download file in pdf here: VC AWARD

 

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