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LSE and the Anticipated Anti-(Student) Immigration Regulations in the United Kingdom :

1 LSE and the Anticipated Anti-(Student) Immigration Regulations in the United Kingdom Team 9 Otto Esser Fabianne Onderwater Kristina Pejčochová Mandy van de Velde Fabian Weber Management Challenges in International Organizations

Agenda:

2 Agenda Change of UK law How does it affect LSE Managerial challenges What organizational policies and resources must be amended Managerial recommendations Reasons and resources supporting recommendations Risks Conclusion Management Challenges in International Organizations March 2011

Change of UK law limits student’s ability to study in the UK* :

3 Change of UK law limits student ’ s ability to study in the UK* Increased level of the English language proficiency required Limited number of universities and colleges are entitled to offer visas to non-EU students Limited students ‘ ability to work in the UK after completion of their studies Reduced ability to bring along dependents for the period of their studies * LONDON SCHOOL OF ECONOMICS (2011). LSE/LSESU Joint Press Release on Visa Changes; Proposed visa restrictions would deter potential LSE students. [Online]. Management Challenges in International Organizations March 2011

LSE risks the loss of its international competitive position, especially compared to Ivy League universities in US:

4 LSE risks the loss of its international competitive position, especially compared to Ivy League universities in US UK is the world ’ s second-largest recruiter of international students behind the US* 49 % of LSE ’ s students come from non-EU countries and 45% of staff members come from countries other than the UK** LSE heavily depends on international sponsors** Numerous joint projects and research agreements with non-EU universities** *WYLIE, I (2011), UK schools wary of new visa rules . [Online] ** LONDON SCHOOL OF ECONOMICS (2011). About LSE: key facts, world leaders. [Online] Management Challenges in International Organizations March 2011

Challenges to capture income, intellectual capital and intercultural communication will grow:

5 Challenges to capture income, intellectual capital and intercultural communication will grow LSE loses 1,058 students per year, which will result in a financial loss of 14,473,440 GBP per year (1,058 x 13,680)* Lower levels of diversity will reduce interaction between different cultures Loss of diversity will impact the quality and scale of education and research *LONDON SCHOOL OF ECONOMICS (2011). Undergraduate: tuition fees. [Online] Management Challenges in International Organizations March 2011

Foreign subsidiary as a prospective channel for education and research outside of EU:

6 Foreign subsidiary as a prospective channel for education and research outside of EU Non-EU subsidiary will deliver similar education and research facilities as LSE in London Cater to all students that are not eligible to study in the UK Follow the same “ stimulating, cosmopolitan and very much a part of the 'real world' ” ideology* INSEAD is an example of a graduate business school with campuses in Europe (France), Asia (Singapore) and Middle East (Abu Dhabi)** * LONDON SCHOOL OF ECONOMICS (2011). About LSE . [Online] ** INSEAD (2011), About INSEAD - The Business School for the World . [Online] Management Challenges in International Organizations March 2011

Virtual platform broadens the scope of global education and research:

7 Virtual platform broadens the scope of global education and research Diverse academic environment may be enhanced via e-learning and virtual team projects Information and communication technologies facilitate the process of boundary-crossing Virtual teams can outperform face-to-face teams in terms of quality and creativity* No limitations by distance, time, functions, hierarchy and organizational boundaries allow greater flexibility** *BELL, B. S., & KOZLOWSKI, S. W. J. (2002), A typology of virtual teams: Implications for effective leadership ** SHACHAF, P. (2008), Cultural diversity and information and communication technology impacts on global virtual teams Management Challenges in International Organizations March 2011

Intensified global network of partners raises educational and research opportunities:

8 Intensified global network of partners raises educational and research opportunities Larger stakeholder pool including professors, corporate partners, government and communities Foreign subsidiary and virtual classrooms attract additional students and professors Larger incomes from tuition, publications, subsidies, sponsoring and alumni Loss of intellectual capacity is mitigated as non-EU students can still study at LSE Management Challenges in International Organizations March 2011

Large initial investments and long lasting operational challenges must be faced head on:

9 Large initial investments and long lasting operational challenges must be faced head on Lack of international knowledge, issues of time, and complexity of virtual environments will impose managerial challenges* Cultural differences might lead to coordination difficulties** Substantial managerial and financial burden initiate and operate foreign subsidiary and e-learning system Introduction of e-learning and virtual teams will only marginally absorb the expected loss of tuition fees * POWELL, A., PICOLLI, G. and IVES, B. (2004), Virtual Teams ** JOHANSSON, C, DITTRICH, Y., and JUUSTILA, A. (1999), Software Engineering Across Boundaries Management Challenges in International Organizations March 2011

Conclusions:

10 Conclusions Over 34% of student population at LSE and 10% of staff in the UK are non-EU nationals* It is crucial for the quality of research and education that LSE facilitates cross-continental interaction Non-EU subsidiary is a source of information, inspiration and novel revenue streams Virtual platforms facilitate information sharing and novel channels for education and research Even without the introduction of new law, these options are worth exploring * LONDON SCHOOL OF ECONOMICS (2011). About LSE: key facts, world leaders. [Online] Management Challenges in International Organizations March 2011

Slide 11:

11 Thank you for your attention We happily answer any of your questions

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