Adapting Higher Education: A Holistic Examination of Policies, their Efficacy, and Relevance in the Post-COVID Landscape | Chapter 7 | Managing Higher Education and Enterprises in Developing Countries Beyond COVID-19: Proceedings of the 9th International Conference on Business and Management Dynamics

In the wake of the global COVID-19 pandemic, higher education institutions were presented with unprecedented challenges, navigating disruptions that had a profound impact on their operations, academic delivery, and overall resilience. To resolve these complexities and ensure the continuity and adaptability of higher education, the effectiveness of policies implemented during this period of disruption has become an important priority for ensuring continuity. By adopting evidence-based strategies and fostering a culture of preparedness, institutions can enhance their resilience and better navigate challenges during uncertain times. This paper investigates business disruptions in private higher education institutions and evaluates the effectiveness of policies implemented to mitigate their impact during the pandemic era. The study includes perspectives from both students and staff, utilising an analytical model and conducting numerical experiments to comprehensively analyse the policies' performance under various disruption scenarios. Through qualitative interviews with management, additional insights into their perspectives were gathered, contributing an essential layer to the comprehensive understanding of policy performance amidst disruptive circumstances. Notable challenges faced by higher education institutions during the pandemic included sudden shifts to remote learning, technological adaptation, mental health support for students and staff, and maintaining academic quality amidst disruptions. The findings reveal that students generally view their institution's disruption management policies positively, while some staff express lower satisfaction. The practical implications of the study offer valuable insights for higher education institutions, including policy assessment and improvement, resilience planning, resource allocation, stakeholder engagement, crisis management training, and decision-making during disruptions. The study's originality lies in its specific focus on disruptions in higher education, policy analysis, and the post-COVID era, making it relevant and unique in the field. By providing practical conditions for policy implementation and offering insights into the effectiveness of strategic disruption management policies, the research aims to empower decision-makers to foster more effective and resilient strategies to navigate future disruptions successfully. Ultimately, this study contributes to narrowing the gap in research on disruption management in higher education and presents significant value by addressing a pertinent and timely issue in the post-COVID context.

Author(s) Details:

Tshepo Maota,
College of Law & Management Studies, UKZN, South Africa.

Vannie Naidoo,
College of Law & Management Studies, UKZN, South Africa.

Please see the link here: https://stm.bookpi.org/MHEEDCBCPICBMD/article/view/13198

The Dynamic Disruptor: A Challenge to the Scales of Travel and Hospitality Industry and Tourism in Light of Covid-19 and its Aftereffect with Emphasis on the Indian Sector | Chapter 4 | An Overview on Business, Management and Economics Research Vol. 2

 Since the beginning of mankind, a average thread that has bound the human species was shift, which was visualized as a means of affecting, interacting, and organizing all at once and even as a primitive family for a variety of purposes varying from a sense of security to pursuit and eating together. Over the period as barbaric cultures concreted the way to civilizations and public interactions, one basic quality that survived through eons of development is this sense of migration, whether it be for trade, or pleasure, usually referred to as 'transported' or the act of travel. Humans travel as a social act both for individual gratification in addition to for professional prospects. And with a realm population of 7.95 billion (nearly), this act of travel fuels a global tourism and travel display valued at US$ 10.5 Trillion. However, the experience came to a frightful halt in 2020 as the pandemic struck. The human populace worldwide was made acquainted to an alien concept of imprisonment imposed as a mandate for one state, referred to as ‘confinement in isolation’. This brought about a ending of human activities, chief among that was travel and social interplay. The subsequent age i.e., 2021 and 2022, saw repetitious waves of covid with two together global and local strains leading to lockdowns on a worldwide and local scale respectively. These subsequent waves abandoned every manufacturing scarred to handle the aftermath. The travel and hospitality manufacturing was not an exception to this powerful country of disruption also. The purpose of this study is to examine the socio-legal suggestions of decreased or changed human movement brought on apiece pandemic and allure impact on the travel and neighborliness sectors accompanying special emphasis on the Indian area and a global scene. The study's conclusions detail the mammoth loss the sector continued as a result of the universal, as well as the new styles that arose in 2021 and 2022 to help the business restore from its deficits. It is further aimed at judgment fail-safe mechanisms as a form of check and balance to hold the industry floating, in the case of such an unpredictable disaster, in the prospect.

Author(s) Details:

Rajib Kumar Majumdar,
RAMA Medical College and Super Speciality Hospital, Uttar Pradesh, India.

Abhishek Majumdar,
Legal Counsel and Consultant, Delhi High Court, Sher Shah Suri Marg, New Delhi, India.

 Please see the link here: https://stm.bookpi.org/AOBMER-V2/article/view/11890

Response of Private Higher Education Leadership to Pandemic Crisis| Chapter 11 | Research Highlights in Language, Literature and Education Vol. 2

 The Covid-19 universal of 2020 was one of most disruptive, metamorphic events, causing a tectonic shift in our way of life. Higher education institutions required a structured foundation to guide leaders through a period of turmoil. Most of these institutions had contingency plans working, but they had not been tested for a high-ranking disruptor like Covid-19. Although some institutions of bigger learning were negatively jolted, others experienced a smooth change to online knowledge without missing an academic era. In the post-lockdown era, skilled are emerging systemic dangers that require these institutions’ chiefs to develop a framework that will include artificial intelligence to help them call and manage disruptors in their organizations in the future. The market environment at which point private higher education institutions perform is becoming increasingly complex, locating them in a complicated rule. This study suggests that leaders reconsider their strategies and provide turmoil training to all agents, to future-proof their institutions against disruptions. The process projected, which is inclusive and cheap, includes practical and in essence simulations of disruption management utilizing augmented reality. The hypnotic world is also urged because possibly feasible to simulate a legitimate disruption.

Author(s) Details:

Tshepo Maota,
College of Law & Management Studies, UKZN, South Africa & The Independent institute of Education (Pty) Ltd, South Africa.

Vannie Naidoo,
University of Kwazulu-Natal, College of Law & Management, South Africa.

Please see the link here: https://stm.bookpi.org/RHLLE-V2/article/view/9074

Response of Private Higher Education Leadership to Pandemic Crisis| Chapter 11 | Research Highlights in Language, Literature and Education Vol. 2

 The Covid-19 universal of 2020 was one of most disruptive, metamorphic events, causing a tectonic shift in our way of life. Higher education institutions needed a structured foundation to guide leaders through a period of division. Most of these institutions had contingency plans working, but they had not been tested for a high-ranking disruptor like Covid-19. Although some institutions of larger learning were negatively jolted, others experienced a smooth change to online knowledge without missing an academic epoch. In the post-lockdown era, skilled are emerging systemic warnings that require these institutions’ directors to develop a framework that will include artificial intelligence to help them foresee and manage disruptors in their organizations in the future. The market environment at which point private higher education institutions use is becoming increasingly complex, putting them in a complicated rule. This study suggests that leaders reconsider their strategies and provide turmoil training to all agents, to future-proof their institutions against disruptions. The process projected, which is inclusive and cheap, includes practical and in essence simulations of disruption management utilizing augmented reality. The mesmerizing world is also urged because possibly feasible to simulate a palpable disruption.

Author(s) Details:

Tshepo Maota,
College of Law & Management Studies, UKZN, South Africa & The Independent institute of Education (Pty) Ltd, South Africa.

Vannie Naidoo,
University of Kwazulu-Natal, College of Law & Management, South Africa.

Please see the link here: https://stm.bookpi.org/RHLLE-V2/article/view/9074

Response of Private Higher Education Leadership to Pandemic Crisis| Chapter 11 | Research Highlights in Language, Literature and Education Vol. 2

 The Covid-19 universal of 2020 was one of most disruptive, transformative events, causing a tectonic shift in our way of life. Higher education institutions needed a structured foundation to guide leaders through a period of division. Most of these institutions had contingency plans working, but they had not been tested for a high-ranking disruptor like Covid-19. Although some institutions of taller learning were negatively jolted, others experienced a smooth change to online education without missing an academic era. In the post-lockdown era, skilled are emerging systemic dangers that require these institutions’ directors to develop a framework that will combine artificial intelligence to help them conclude and manage disruptors in their organizations in the future. The market environment at which point private higher education institutions perform is becoming increasingly complex, putting them in a complicated rule. This study suggests that leaders reconsider their strategies and provide turmoil training to all representatives, to future-proof their institutions against disruptions. The process projected, which is inclusive and cheap, includes practical and in essence simulations of disruption management utilizing augmented reality. The riveting world is also urged because possibly feasible to simulate a palpable disruption.

Author(s) Details:

Tshepo Maota,
College of Law & Management Studies, UKZN, South Africa & The Independent institute of Education (Pty) Ltd, South Africa.

Vannie Naidoo,
University of Kwazulu-Natal, College of Law & Management, South Africa.

Please see the link here: https://stm.bookpi.org/RHLLE-V2/article/view/9074