HiEd Log

A three-page document I came across in a college was for documenting events they organise. It carried three stages like pre-event, event and post-event. Each part carried a number of columns to collect information which was indeed quite detailed. I am sure that many who feel like organising an event will be put off by this and might kill the very thought! What surprised me was that much of the  information sought is never warranted to impress upon any body that the college has indeed organised anything. It looks like in the fever to push documentation to its limits, the ones in charge leave no stones unturned. Perhaps under the impression that the more columns a document carries, the more impressed the assessors will be!  The unanimous cry of complaint against the office of the Internal Quality Assurance Cell (IQAC) that it triggers overdocumentation is not always misplaced. It deserves to be seriously looked into as on objective analysis this is found to be true. Overdocumentation is

Jumping right in, around 90 percentage of those in leadership in the Higher education scene in Kerala right now are Asst Professors. They occupy key leadership roles, whether it is that of the Head of the Dept. or IQAC coordinators or Vice Principals. It is not uncommon to come across Asst. Professors who hold the position of Principals too. This spreads to membership of boards of studies and similar bodies too at the next level.  Lack of regular appointments for a decade in the past has left a vacuum in the hierarchy and this has led to this tricky scenario. From 1996 to 2007 there was an appointment ban in the State in the govt and aided colleges and this has precipitated a situation which is unprecedented. The senior faculty members have retired while absence of regular input in the form of young recruits have left a vaccum. While those academics who reach 56 years of age retire from colleges in Kerala, the next seniormost one to take the leadership chair could be someone much, muc

  A common faculty argument during Faculty Development Programmes is that the student expectations do not agree with their good intentions and get in the way of their desire to innovate and experiment. This creates an interesting question as to what exactly is the job of a teacher? How does he/she help raise expectations in terms of the institutional practices or the faculty's instructional design?  Here when I speak of teacher expectations, I confine to matters related to the ways course content is transacted, though it can mean much more than that. When I urge the faculty where I worked, lead or where I visit for talks or trainings, the common burden of the song is, 'students expect us to lecture so how can we not? The students expect only pen and paper test, then how can we....?'  One thing the HEI leadership should ensure is that the Student Induction/orientation programmes conducted at the beginning of the academic year is an opportunity to also communicate to the ma