![Assignment on Management Information System<br />Subject: SOWT analysis of IIUC<br />Submitted to<br />Golam Robiul Alam<br />Lecturer on Computer Science<br />International Islamic University Chittagong<br />Submitted by<br />Md. Moshaharul Haque<br />Roll: B091833<br />Batch: 28 A9<br />International Islamic University Chittagong<br />Date: 28 July 2011<br />Introduction:<br />International Islamic University Chittagong (IIUC) is one of the Government approved Private Universities in Bangladesh. The credit for the idea of establishing this University goes to Islamic University Chittagong Trust (IUCT), which is the founder organization of the University. The Trust is a non-political and non-profit voluntary organization, registered with the Government of the People's Republic of Bangladesh under the Societies Act XXI of 1860.This Trust felt the need for a University under private initiative in view of absence of institutions of higher learning based on Islamic vision of life in the public sector. Based on an idea, which had its origin in 1990, the Trust discussed the concept of a private Islamic University with a group of intellectuals, Islamic thinkers, researchers and educationists, at home and abroad. It was these Islamic personalities who came forward to materialize the dream of such an institution by putting together their ideas, energies and financial resources, In 1992, they established an anchor organization called Islamic University Chittagong Trust (IUCT).Under the aegis of this body and by the Grace of Allah (SWT) Islamic University Chittagong got the Government’s approval on February 11, 1995 and the University was founded in the same year accordingly. Thus, a long-cherished dream of the people of Chittagong came to reality.<br />SOWT:<br />SWOT analysis is a strategic planning method used to evaluate the Strengths, Weaknesses, Opportunities, and Threats involved in a project or in a business venture. It involves specifying the objective of the business venture or project and identifying the internal and external factors that are favorable and unfavorable to achieve that objective. The technique is credited to Albert Humphrey, who led a convention at Stanford University in the 1960s and 1970s using data from Fortune 500 companies.<br />The four aspects of the SWOT analysis have been defined in a number of ways, but for our purposes the following explanations seem useful:<br />Strengths – attributes of the unit/department/college/university that likely will be helpful to and have a positive effect on the achievement of the desired end state (the object of the analyses as defined above). Strategies to capitalize on these strengths can be developed.<br />Weaknesses – attributes of the unit/department/college/university that likely will have a negative effect on achievement of the desired end state. Strategies to minimize the effects of these weaknesses can be developed.<br />Opportunities – conditions external to the unit/department/college/university that likely will have a positive effect on achievement of the desired end state. Strategies to exploit these opportunities can then be identified.<br />Threats – conditions external to the unit/department/college/university that likely will have a negative effect on achievement of the desired end state. Strategies to defend against these threats can be identified.<br />Strengths:<br />,[object Object]](https://image.slidesharecdn.com/assignmentonmis-110729124805-phpapp01/85/SOWT-analysis-on-IIUC-1-320.jpg)
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IIUC SOWT Analysis
- 2. Location in state capital
- 3. Small size
- 4. Separate male and female campus
- 5. Sixteen years of proven experience in university level education and training with growing emphasis on research and consultancy activities to further enhance quality of teaching and training.
- 6. Established and proven know-how/expertise in the fields of Business studies, engineering, law, management, science, social sciences and humanities.
- 7. An aesthetically designed campus with a harmonious blend of vintage and modern buildings in the scenic and historic setting.
- 8. Up-to-date facilities and infrastructure like laboratories, teaching aids, networked computers, farm, etc. available to both staff and students.
- 9. Academic activities adapted to the more recent socio-economic trends resulting in the development of a wide range of courses.
- 10. Quality assurance of courses/examinations through established link arrangements with foreign universities leading to international recognition of University of Mauritius qualifications.
- 11. Experienced academic and support staff and continuous improvement of human resources through a strategic staff development programmed.
- 12. Transparent selection of students based on the principle of merit.
- 13. Alumni present nationally in both public and private sectors and some holding regional/international positions.
- 14. Institutionalized staff and student representation at all levels within the University.
- 15. Ability to participate fully in forums and activities conducted in international language.
- 16. Successful adoption of mixed mode delivery for common modules with large class sizes.
- 17. Full-time faculty teaches most classes, and there is a strong bond and a high level of interaction between faculty and students.
- 18. Expertise in teaching non-traditional students
- 19. Comprehensiveness, quality, and growth of online education
- 20. Accessibility – day, night, online formats
- 21. Interdisciplinary and experiential education at both the undergraduate and graduate levels
- 22. Capital Scholars Honors Program as a model of an integrated honors curriculum in a living-learning community
- 24. Heavy dependence on part-time lecturers in some Faculties.
- 25. Inadequate research culture emanating from the initial "developmental" focus.
- 26. Low proportion of PhD holders among academic staff.
- 27. Absence of a systemic approach to quality assurance constraining the development of management and administrative structures with regard to capacity building.
- 28. Little emphasis given to the recruitment of international students.
- 30. Lack of land for future expansion of the campus.
- 31. Limited sports facilities and other campus activities.
- 32. Inadequate provision for an all round development of student personality.
- 33. Insufficient sense of belonging to the University.
- 34. Few opportunities for continuing education and lifelong learning.
- 35. Weak public perception due to the absence of a public relations strategy.
- 36. University as an institution is perceived to be absent from debate on issues of national importance.
- 37. Underfunding in many departments and programs
- 38. Thin on cultural/racial/ethnic diversity
- 39. Understaffing at many levels
- 40. Inadequate resources for recruitment, retention, advising, and marketing – all the things needed to recruit and retain students
- 41. Lack of infrastructure – including physical, financial, and human resources; inadequate capital funds to support all that we want to do
- 42. Underdeveloped campus life and facilities
- 44. Internationalization of activities, especially regionally, including recruitment of international students.
- 45. Diversification of sources of revenue through better exploitation of consultancy and research potentials.
- 46. Strategic alliances and partnerships with institutions of international repute for offering university courses.
- 47. Strategic alliances with national institutions.
- 48. Exploitation of multi-lingual assets to become a regional multi-lingual centre.
- 49. Use of distance education, flexible learning and adoption of new information and communications technologies to increase access.
- 50. Strategic positioning for the organization of international seminars/executive development programmers within the context of globalization.
- 51. Continuing education for intellectual enrichment and for people of all ages
- 53. Downtown presence – for classes and a residential center for graduate students/interns
- 54. Opportunity to build an undergraduate experience using the best practices from throughout the country
- 55. Tap into the health care industry, which is growing in spring field Dental Medical College in Chittagong city.
- 56. More conversations and partnerships with local employers – those in the private, nonprofit, and public sectors – so that our students are more appealing to them
- 57. Partner with the International Islamic University Malaysia (IIUM) in “unlimited university” online initiative
- 58. International and off-campus study and exchange programs
- 59. Becoming a leader in interdisciplinary and integrated learning
- 61. Free university education within the context of increasing trends of privatization.
- 62. Proliferation of providers of university level education.
- 63. Absence of an effective national regulatory framework for accreditation of degrees.
- 64. Experienced staff leaving for greener pastures.
- 65. Reduced public funding of higher education in Dhaka
- 66. Risk of losing prominent faculty and staff for genuinely better opportunities at other universities or locally
- 67. Growing competition from nearby public universities and small privates in central Dhaka which is Dhanmondi.
- 68. Maximum private universities are situated near our university.
- 69. Local government wants to switch off our education facility for our outer campus.
- 70. We haven’t sufficient buildings because of our insufficient finance...:: THE END ::..<br />