Higher education institutions are currently faced with very dynamic environmental dynamics when viewed from the side of how higher education must meet quality standards as a condition that universities have been managed effectively and efficiently.
These universities must function themselves more competitively than the previous environment. As a reaction to these new conditions, institutions take the initiative to re-create themselves at the strategic level.
However, they will often find ways to improve their operational effectiveness, including improving those qualities that do not automatically produce the effect desire in increasing the competitive position of an institution in the long run.
Quality improvement and correct continuous improvement aim to create permanent added value. But it is not an easy task for educational institutions where often their innovations are not successful because of their organizational culture and management culture conflict with what they want to achieve.
To achieving standardized quality targets, the position of middle managers academics is very important in the organization so far, this role is crucial, but over time their role has changed. Since 1989, when he was treated to accreditation standards for universities.
The role of department heads and academic middle managers is considered a senior teacher who also happens to be involved in a routine administrative process. However, external pressure forces academic middle managers to focus more on the quality of teaching and learning, the quality of service, and research in which there must be a dissemination obligation. They are expected to be able to truly have the capability to support the achievement of institutional quality improvement.
Schoemaker (1993) uses the term ” to capabilities describe an organizational process in which a company synthesizes and acquires knowledge resources, and produces new applications of these resources. So ‘dynamic’ refers to the capacity to renew competencies to achieve harmony with a changing business environment; certain innovative responses necessary if time-to-market and timing are very important, the rate of technological change is fast, and the nature of competition in the future and market situation is difficult to predict. The term capability emphasizes the important role of strategic management in adapting, integrating, and reconfiguring internal and external skills, organizational standards, resources, and competencies to fit the requirements of a changing environment.
The term capability emphasizes the important role of strategic management in adapting, integrating, and reconfiguring internal and external skills organizational standards, resources, and competencies to fit the requirements of a changing environment.
In the context of achieving the highest quality standards (A) as part of quality improvement continuously (Continuous Improvement Growth), the role of manager, especially at the level of middle manager in a business process in higher education is crucial in orchestrating the capability of dynamic organizations, because in this implementation manager middle class is the technical executor of the intended achievement process.
Previous studies also focused on top management levels as an orchestrator. Many studies related to dynamic capabilities have been carried out, but involving the role of the middle manager is rarely done, especially the capabilities of sensing, seizing, and reconfiguring.
Sensing is a process to look back at opportunities that exist in front of the organization. Seizing is a challenge where companies are required to be able to invest their resources in the field of technology and also in supporting assets and other supplements to explore the existence of a new opportunity in the business world (Grimaldi, 2013).
Reconfiguring is a company’s ability to reconfigure the assets they have, how to orchestrate the assets they have to be more effective in responding to changes that are very fast, dynamic, and with an uncertain and always turbulent business environment (Grimaldi, 2013).
The test results show that the direct effect sensing coefficient on continuous improvement growth, likewise seizing, influences continuous improvement growth, finally reconfiguring capabilities have a strong influence on continuous improvement.
Sensing, seizing, reconfiguring middle manager has a significant positive effect on Continuous Improvement Growth, these results provide existing information to new knowledge, utilize new knowledge or ideas and then develop the potential to influence development, implement new organizational strategies, methods or strategies, new services, and achieve the intended targets and targets while still paying attention to the changing business environment. (*)
Author: Dien Mardhiyah
The source can be accessed through the following link:
https://www.ijrte.org/wp-content/uploads/papers/v8i4/B3906078219.pdf
