Structure-Strategy Dynamics in Higher Education Institutions of Nepal

Abstract

The organizational structure is the framework that defines functions, authorities, roles, responsibilities, and mechanisms for communicating and coordinating to achieve the desired goals of higher education institutions (HEIs). Designing strategies-planning the vision, mission, objectives, and actions intended to achieve the objectives for higher educational institutions and implementing them to achieve the objectives is a major task for every leader of HEIs. The organizational structure is a critical factor in strategic management. This study explores the implications of the strategy for the organizational structure of HEIs in Nepal. This research uncovers the strategy-and-structure maxim of HEIs in Nepal by studying the strategic plans of six universities and twenty-six campuses/departments by interviewing the HEI leaders, and studying their organizational structures. The results indicate that organizational structure and strategy not only are important but also closely related. To implement strategies, academic managers need to have a clear HEI structure aligned with the strategies they are pursuing to improve performance. The overall organizational structure of Nepali HEIs has been fixed by the University Act; the internal organizational structure has been created by the university itself, and gradual structural changes have been evidenced by the strategies being implemented by the HEIs. The relationship between the structure and the strategy is dynamic; the structure follows the strategy, the strategy follows the structure, and both move concurrently. However, the influence of the strategy over the structure has become more pronounced in recent years. Institutional leaders must hold a clear idea of the implications of the strategy and the structure and align them accordingly while managing HEIs.