MODELO DE RENDIMIENTO EN FÚTBOL: FACTORES Y

University management is a category that is engaged in activities, which ensure that the teaching and learning activities of the university take place, in addition to ensuring other non-teaching departments complete their work effectively. University management is at the helm of the conduct of all university operations and comprises departments such as academic records, library and resource centre, finance, estates, student support services, human resource to mention a few of them. A plethora of research studies concerning the effect of ICT on university management has been carried out.

Among the studies on ICT and university management is that of Moyle (2006), whose Australian study focused on the role of ICT on the library. The participants consistently mentioned the physical spaces of libraries and/or resource centres, and the roles of teacher librarians. She delineates that libraries and resource centres are growing to include a range of electronic and digital resources and facilities now being renamed with labels such as the ‘Thinking Centre’ or the ‘Centre for Solutions’. At UNU University, information systems have been established to simplify the management of libraries, human resources, finance and academic records (UNU University ICT Policy and Master Plan, 2001). In this policy, the university aims at improving both the efficiency and effectiveness of library operations and services through the implementation of an integrated on-line Library Information System (LIBIS).

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Krubu and Osawaru (2010), in their study on the impact of ICT in Nigerian university libraries, posit that the effect of technology is remarkable since it enables automation of most library services. In Kenya, Ujunju, Wanyembi and Wabwoba (2012) evaluated the role of ICT on the management of institutions of higher learning used mainly in the context of running different campuses of the same learning institution. They concluded that ICT provided advantage regarding service improvement and in lowering the cost of strategic management functions.

At UNU University also, there exists a system termed the Academic Records System (ARIS), which is the generic term for the collection of ICT services designed to support student and education-related administrative and managerial processes. These include management of student personal records, student academic performance registration and analysis, student admission/ registration, examinations, management of data related to academic programmes and courses, allocation of facilities and staff, class scheduling (UNU University ICT Policy and Master Plan, 2001).

Hengst and Sol (2001) emphasise that developments in ICT such as the World Wide Web, electronic data Interchange, and electronic mail can be seen as enablers to cross-organisational boundaries more easily when dealing with information-intensive processes. This exchange of information is also critical in a university setting particularly between the administrative and academic departments, making university management more accessible and more effective. ICT adoption in university management, as reported by Mutagahywa (2012), also enhances monitoring performance of teaching/research and various projects and simplifies various university processes. Bogere, Haolader and Rahman (2013) consider ICT a strategic and essential functional requirement for many institutions of higher learning. Bogere, Haolader and Rahman (2013) further posit that in the developing world, ICT is achieving a breakthrough in management and teaching through online learning, which helps to cater to the increasing student population.

Further research on the effect of ICT on the management of university records was carried out by Gitonga, Ndirangu and Githeko (2013). Their findings indicated that

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the majority of students and staff perceived ICT integration in student records management as influencing positively on the quality of its management. Bhardwaj and Singh (2011) report on an Automated Integrated University Examination System in India, stating that ICT is a useful tool for integrating and automating various activities of examination system at different administrative levels to bring reliable, efficient, scalable, transparent, and robust e‐governance solutions. Apulu and Latham (2011) stated that ICT removes distance and time constraints in accessing required information flows. They further point out that it reduces the cost of production, as knowledge is produced, transmitted, accessed, and shared at the minimum cost. There is a reduction in the degree of inefficiencies and uncertainty with the use of ICT because it enables businesses or institutions such as universities to interact more efficiently (Apulu & Latham, 2011). The University of South Africa (UNISA), a comprehensive distance higher education institution, espouses values among which are being accessible to all students and responding to the needs of the global market. This dream of the university would not be met efficiently without the use of ICT in its management of educational services.

Increasing transparency and accountability in budgetary and financial management, revenue mobilisation and expenditure can be achieved through the adoption of ICT (Mutagahywa, 2012). The financial management function at UNU University, like in any organisation, encompasses a significant number of closely related administrative and managerial processes. Financial processes combine day-to-day verification and registration of financial transactions with managerial tasks like financial forecasting (budgeting), allocation of funds, performance monitoring, budgetary control, decision-making, and auditing. The University Policy aims to enhance and streamline financial management processes and reporting facilities at both central and faculty level through the implementation of an integrated Financial Information System (FINIS) (UNU University ICT Policy and Master Plan, 2001).

UNU University established the Human Resource Information System (HURIS). Human resource management refers to adequate utilisation of human labour for productivity and attainment of the organisational mission, goals and objectives. At UNU University, human resources form a primary organisational resource, which is

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scarce, expensive, and difficult to maintain (UNU University ICT Policy and Master Plan, 2001). The University of Dodoma’s (Tanzania) ICT policy states that it is meant to guide the handling of organisational information within the University. This ensures compliance among university staff with applicable statutes, regulations, and mandates for the management of information resources. ICT is thus important is in ensuring the discharge of the human resource function of university management (ICT Policy of the University of Dodoma). The positive effect of ICT on the productivity of the labour force was reported by Kamuzora (2006) citing examples of economies of the United States, Canada, European Union, Australia, and Tanzania. This could translate to the productivity of the labour force of any university, which adopts ICT in its management and ensures its effective utilisation.

Research on the provision of student support services, which is one of the functions of university management, reveals the significant impact that ICT has on counselling among Nigerian University students. They categorically state that ICT generated high levels of enthusiasm and commitment during the counselling process as well as increased reasoning ability of learners, increased attention, and concentration (Anyamene et al. 2012). Other forms of student support could be in information dissemination, programme (conferences and seminars) planning, and execution, communication at different levels, crises prevention and management. With this array of interest areas, ICT has become a versatile tool for running a smooth and efficient university system (Babatunde, Kayode, Aderonke, Bethy & Ola, 2012). There can be increased access for the university community to the processes of policymaking, rulemaking and procedures. Also, the interaction between university management/administration with internal and external stakeholders is facilitated when ICT is adopted in university management (Mutagahywa, 2012).

In a study conducted by Uchendu (2012) on the use of ICT in the management of Nigerian Universities, he recommends that the Nigerian government should provide funds for universities, at both federal and state levels, to access ICT facilities to make their work more efficient and thus more effective. To further strengthen the argument for the use of ICT in university management, the study of Adebayo (2012) recommends that administrators of polytechnics in Nigeria should place greater

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emphasis on ICT in their respective institutions to foster the capacity building of human resources, material resources, and financial resources. The University of Glasgow, in its Information and Communication Technology Infrastructure Strategy (2005), sets out a medium to a long-term vision of how ICT infrastructure will develop to support the University in its increasing dependency on Information Technology (IT) and help enhance the performance of the University in achieving its mission. This is yet another demonstration of the positive effect of ICT on university management.

A review of various studies suggests that university managers(Officers of the University) and managers of educational institutions at various levels should consider ICT as a tool that enhances their performance and that of the other stakeholders in the university system (Balasubramanian, Clarke-Okah, Daniel, Ferreira, Kanwar, Kwan, Lesperance, Mallet, Umar & West, 2009; Emmanuel & Sife, 2008; Kasozi, 2012;Oboegbulem & Ochai, 2013; Olsson, 2002; Slavici, Mnerie, Darvasi, Untaru & Dorneanun, 2011; Ujunju, Wanyembi & Wabwoba, 2012).