QUESTIONS POSED DURING THE INITIAL

REFLECTION

APPENDIX 1 QUESTIONS POSED DURING THE INITIAL

CONVERSATIONS I

INTERACTIONS

a) Who are your recruitment activities aimed at?

How is your market defined?

Whodesigns your recruitment activities?

b) Who do you report to?

Dooutsiders have a say in your recruitment activities?

Does your unit receive any funding from external stakeholders?

c) What is the nature of your recruitment activities?

What media do you use?

How big/small is your budget?

d) What areas of the country do your cover through your recruitment activities?

e) Do you have any relationship with any other individuals or groups involved in similar activities within the University?

Do you have membership of any provincial/ national body(ies)?

f) How are your projects funded?

g) Do you have any special database that you use?

Whodesignedthedatabasesystem?

Who hasaccess to the database?

Is it linked to any organisational database?

APPENDIX 2

STAKEHOLDERS' VIEWS

QUESTIONS

1. Mw do you think should lead the recruitment function and/or carry out the school visits?

2. In an environment where there are numerous groups engaged in the same activity; should there be a primary contact for the public? Mw, in your view, should that be?

If

the.various groups were then to work together, what would

characterise such a partnership?

4. What do you see as the focus of the various groups in terms of their recruitment functions?

5. Would you say that the present arrangement serves the University well, is it accomplishing what the University wants?

6. Is it possible for the groups to consolidate their various duties and work in a co-ordinated function?

PubUc Relations omcers' View

1. The Schools Liaison team should working with PROs should lead the process. They should both make school visits.

2. PROs should be allowed to identify sections of the market relevant to faculty offerings and be able to promote their faculty in ways they think appropriate. With proper co-ordination they (Schools Liaison & PROs) should be the primary people.

3. PROs should be supported by Schools Liaison team in activities. That way we can save money and avoid duplication.

Working together will also mean that we don't do separate things for faculties.

4. PROs report to the deans. They therefore have a responsibility to pursue goals set by the faculty and the faculty's marketing and publicity committee.

5. No. Schools Liaison is very outwardly

• SL should provide promo material they think appropriate.

• PRO should aim to achieve faculty priorities as opposed to placing University first.

Schools Liaison Team's View

1. The Schools Liaison team should lead the recruitment process.

They are a University-wide unit tasked with the promotion of the University of Natal and the publicity of the various degree programmes. It makes sense then if the Schools Liaison team is the one that leads the recruitment process and promotes the entire University.

2. Schools Liaison should be the primary contact with the schools community. Schools can only accommodate a limited number of appointments and so, there are a limited number of opportunities available for the University to market itself.

3. Extra recruiters should work through the SL and should be accompanied by the School Liaison team in cases where they are performing off campus activities. It is important that we speak with one voice and promote the entire University.

4. Extra recruiters should focus on on-campus activities. Extra recruiters are specialists. A specialist cannot attend to a big school group. They should then focus on campus based events that target special groups that attend campus-based activities.

5. No, we think that this present arrangement needs restructuring. People are doing different and separate things and the schools get confused sometimes.

6. Extra recruiters should carry general promotional material in addition to the programme/ faculty specific promotional material. This way they can provide information about other offerings at the University should the prospective student want to find out about other options.

Special recruiters' View

1. Schools Liaison Department

2. Special recruiting is very targeted and specialized and should therefore operate outside of the conventional recruitment. It has to operate independently from normal recruiters

3. Faculties are different and whilst the normal recruitment is important there are instances where they require a different approach to some programmes they offer that can best be served by a different and separate approach to recruitment.

4. Special recruitment is funded by corporate partners and the broad of trustees require that targets are met.

5. Special recruitment is very different from normal recruiters 6. Teaming up with normal recruiters burdens the special

recruiter and dilutes the work.

INFORMAL SEMINAR

Structure/Format

Topics of discussion

APPENDIX 3

Informal

Participants are broken up into three groups.

Each group gets the set of questions. They choose their own style of reporting back their responses. They do not have to answer each question separately. Their response should however cover all the questions raised. The answers are captured.

1. If you had a magic wand, what would you change about the present recruitment process at the University?

2. What are your fears regarding the possible restructuring of the recruitment process?

3. If the restructuring process were to happen, what would you consider central features of the new recruitment model?

4. Do you have any knowledge of, in your opinion, an effective recruitment model in operation at any other institution or parts that work well?

5. What would an ideal recruitment model's purpose be?

6. Where does one locate recruitment within the larger organisation?

7. Who should manage it and what should be his/her main role?

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.5.5,4,~requent'Fa&iI~8

The following are someof the most common 'faults found in organisations ' as revealed,by cybernetiCs. '.

.• Mistakesaremade in articulatingdifferent'Ievels of.recurs io n .

• The importance of certain parts of System t is notrecognised, so-they

. are

not:treated as viable systems and lack a "'ocalised management la thejj..affa~rs..,

Diagnosis'often leads to,the discovery of violations of cybernetic- principles. Some of.-th e common faults found in orgaruaatloris are

presented below. '

.:clarify w~at "audit" 'enquiries into aspects of System 1, Syst~~ ^S

conducts; ." . .

"7 understand .the telations~i~between System 3 and the System 1

eJ~m$ts-(is.·it,p~n:eiyed·:to·be aulocrat~c or.democratlc7) and find, o~t h~~:/~d~,5~tem ~,elements ^possess,

• Study.,t~ ^.~ t~e^syste.m^ID ^focus: ^.^. - fist"aI~.the System 4.acHvi.ties of-th e system in focus;

- ask how' far ahead these'activities considerr

- que:itJon'whetl'!er)h~eactivities guarantee adaptation to th e future;

~detennine:i( System.4,is:monitoring what is 'hap pen in g to the environment and. assessing trends;

- assl!ss in what 'Ways,ifany, System,-4 is open to novelty;

-find out whether SYstem 4 provides a management c,entre/opera tions room,· bringing .together'.external and internal information and providingan :~environment for decision";

- question if Sy.sterri 4 has-Iacilities for alerting System 5 to urgent ,d~velopme~ts. ~, ,

,•.Study t~e~the system in focus:

- ask who^IS on '~the Board" and how it acts;

- assess whether System5 provides a suitable identity for the system

in focus; .

- ask'how the "ethos" set by System 5 affects the "perception" of System

4 ; "

,- determine how'the "ethos" set by System 5 affects the System , 3-System4 homeostat (is System_~or System4 "taken more seriously?);

,-t- investigate whether System 5 shares an identity with System 1 or

c1aim~,tobe-so me thing different. .

• Check thatallinformation channels, transducers and control loops are

'., properly designed. '

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..System cliagno.sis (reflecting on the cybernetic principles tbat'should ,

be obeyecfaccor~ing to th~ VSM). G-

Vario us-rasks have to,I;>e undertaken in 'each part'as described below.

5.5.2 System Identification

III As wi th any "unitary" methodology it is necessaryinitiallyta",identifr or determin ethe'purpQse(s) ,to'bi: pursued" ' ',

'" Taking ,the purpose as given, determine the relevant system,ltir aohtevlngthe purpose.This is calledthe."system in focus".Remember: that the''pu rpos e of a 'sys tem is what'it does ana what the yiable sys tem does isdQne by System 1-(50it is SystemI that produces the

"sys tem in focus"). '

. ,Specif y the viaqle parts of the System 1oHhe system in focus. .. Specify the viable sys te m of which the'system in focus is part (wider

systems, environ m e n t; etc.).

.s.5:3 Sys tem Diagnosis

In general, draw upon cy bern etic principles to carry out the following.

~ Study th~f ^th^e ^system ^in'f~cus: ^,^,

- for each part of System ,1 detail.its environment, !!..QeratlODS and loca lised,m a n age m e n t; ;

srudy what constra ints'are imposed upon'each 'part of System 1by

higher ma na g e m e n t; ,

Elsk howaccountability-isexercised for each part, and what indicators of perform an ce are taken;

model S em 1 according to the,VSM diagram.

<llStu d y th System 'o f the system in focus:

- list possib e sources of oscillation or conflict between the various parts of System1 and their environments and identify.theelements ofthe sys te m (the various System2 elements) thathave a harmonising , ordam ping effect ;

as k how System 2 is perce ived in the,organisation {as threatening

, O'I" as facili tati ng). ' . '

.. Stud y the_{~~teni ~f} the system in focus:

- lisf the Sys te m 3 components-of the system in focus; ask how System 3 exercisesauthority:

- ask how resource bargai n In g with the parts of System 1 is carried

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_ etet~nnine ^{who is} ^.^res^pons ib le for the perfonnanceo!Jhe.par ts of

APPENDIX 5

THE MANAGEMENT STRUCTURE OF RECRUITMENT UNITS

DVC Academic

Faculty Marketing Committees Director: Public Affairs

Dep. Director: Public Affairs

Manager: Schools Liaison

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The Schools Liaison Unit

The Dean

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Programme Director

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Trustees

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Special Recruiter

One SpeciaUsed Unit

Faculty Dean

Faculty Publicity& Marketing Committee

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Faculty Public Relations Officer

The Faculty PROs Units

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APPENI?IX 6

Dalam dokumen Using systems thinking to create a viable student recruitment model : accommodating conflicting concerns in the student recruitment process. (Halaman 86-94)

REFLECTION

APPENDIX 1 QUESTIONS POSED DURING THE INITIAL

CONVERSATIONS I

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APPENDIX 5

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