Title : Institutional success are measured by the reputation created by its Faculties not by its   Return on Investment      1 . Challenge   Scenario : In recent times we have seen that there are Institutions , both promoters managed and   professionally managed , few are doing well while others have made a big mess which was   reflected clearly in the recent quality ranking which is actually depends on the Chairperson ’s   Big Dreams and poor executions . In my state most of the Self - financing Institutions are family   managed with promoters being in charge of managing the Institution and only few are   professionally managed Institutions .    Family owned and promoter run Academic Institutions are playing a vital role in higher   education space for long term value creation in Tamil Nadu ( India ) . We are witnessing a huge   difference in the style of management of our Academic institutions between the promoter   managed and professional managed , and many of these Institutions have had a mixed record in   attracting and retaining high quality Academic talents .    Inclusive of external professionals    Timing is an all important question . In the early stages of growth , too much management is   more dangerous than too little . There is some merit in living with some “ chaos ” and letting the   Institutions evolve in an ad hoc way . Yet successful institutions typically reach a point where   bringing in a different type of Academic talents is necessary to take the institution to the next   level .    The first step is for the promoter to realize that different professionals are required for the future   journey . Incidentally this is often the stage when an Institution progress is visibly slowed down   by the lack of formal structures , systems and processes . Going external might also be an   imperative if there is a sudden shift in the research domain and Accreditations which might   demand a certain set of skills that is not available in the current team .    2 . Selection   The tool I selected here is “ Learning launch ” , according to our video lecture on this tool , we   need to have a hypothesis . Here my hypothesis is “ Institutional success are measured by the   reputation created by its Faculties not by its Return on Investment ”    Promoter managed    Since the promoters have their money invested in the institution they are more interested in   creating long term return on investment value versus the professionals who are more concerned   about short term profits because their remuneration and incentives are dependent on that only .   It is argued that since they have started the institution and withstood tough times to get the   institution to a respectable position they understand the culture of the institution better than   anyone else .    Professional Managed    Professional managers should be at the wheel of the institution say that promoters often lack   the specialized skills required to run an institution whereas professionals have better skill sets   to success - fully manage an Institution . They argue that promoters control the academic   democracy and are often dictate and tend to miss the opportunities because they do n’t listen to   others    3 . Application   A passionate workplace is a function of clarity of purpose and an empowering culture . The   essence is in how well the department and its heads have managed to inspire faculties through   their vision , how clearly faculties are able to see how their role contributes to department and   degree to which faculties are empowered to do their role . It is not just the promoter ’s interest   but the work atmosphere and culture . 

 Faculty Participations    In the initial stage , faculties may have to adjust before being accepted into the system , but once   they succeed almost become innovators and creators in their own do - main .    As long as their results show up , faculties are successful . Good Institution does not look to   appoint just faculties but associates with multidisciplinary expertise and aptitude towards   Research activities . Decision making is faster in the successful promoter - led institutions . Once   there are clear positive atmosphere , faculties have the opportunity and freedom to think and act   as heads to drive growth    4 . Insight   There are lessons can be picked from some of the successful Institutions , we have seen few   Institutions in my state they ran into trouble because of the dictatorship of those chairpersons .   And those successful Institutions appoint academic professionals those are better than them   and then leave them to get on with it . They also continuously look for people who will aim for   the achievements and not settle for the routine . However it is ideal to have the promoter has   the Chairperson of the Institution and he / she should be supported by professionals with diverse   skills because success of any institution not lies in ROI , it 's about the reputation which created   by their faculties whom the institution recruits and retains .   5 . Approach   Even this if this learning launch tool does n't work , it was a learning experience , and I will still   apply it by designing the following framework :   Decision Making Framework : Role clarity alone is insufficient . Decision making clarity is   also needed . Who takes which decision and how ? It is important to have protocols on areas   where the promoters will drive decision making and areas where they will support / endorse   decisions made by the professional . Only then is the Institutions ready to bring in an external   professional in a senior leadership roles such as Dean ’s , Director ’s and Heads of the   Departments .    There are certain competencies that are common to good heads , irrespective of the institutional   context – for example a strong drive for results , strategic thinking ability and the ability to lead   and develop a large department . However , over and above these general leadership   competencies , there are some traits that are core to Academic professionals who succeed and   thrive in promoter led organizations . 


EMAIL: 
ID_NUM: 
NAME_STUDENT: 
PHONE_NUM: 
STREET_ADDRESS: 
URL_PERSONAL: 
USERNAME: 

### Task: You are a PII (Personal Identity Information) Detection. Given a essays written by students, you have to identify ONLY the following:
NAME_STUDENT - The full or partial name of a student that is not necessarily the author of the essay. This excludes instructors, authors, and other person names.
EMAIL - A student’s email address.
USERNAME - A student's username on any platform.
ID_NUM - A number or sequence of characters that could be used to identify a student, such as a student ID or a social security number.
PHONE_NUM - A phone number associated with a student.
URL_PERSONAL - A URL that might be used to identify a student.
STREET_ADDRESS - A full or partial street address that is associated with the student, such as their home address.
### Input: Title : Institutional success are measured by the reputation created by its Faculties not by its   Return on Investment      1 . Challenge   Scenario : In recent times we have seen that there are Institutions , both promoters managed and   professionally managed , few are doing well while others have made a big mess which was   reflected clearly in the recent quality ranking which is actually depends on the Chairperson ’s   Big Dreams and poor executions . In my state most of the Self - financing Institutions are family   managed with promoters being in charge of managing the Institution and only few are   professionally managed Institutions .    Family owned and promoter run Academic Institutions are playing a vital role in higher   education space for long term value creation in Tamil Nadu ( India ) . We are witnessing a huge   difference in the style of management of our Academic institutions between the promoter   managed and professional managed , and many of these Institutions have had a mixed record in   attracting and retaining high quality Academic talents .    Inclusive of external professionals    Timing is an all important question . In the early stages of growth , too much management is   more dangerous than too little . There is some merit in living with some “ chaos ” and letting the   Institutions evolve in an ad hoc way . Yet successful institutions typically reach a point where   bringing in a different type of Academic talents is necessary to take the institution to the next   level .    The first step is for the promoter to realize that different professionals are required for the future   journey . Incidentally this is often the stage when an Institution progress is visibly slowed down   by the lack of formal structures , systems and processes . Going external might also be an   imperative if there is a sudden shift in the research domain and Accreditations which might   demand a certain set of skills that is not available in the current team .    2 . Selection   The tool I selected here is “ Learning launch ” , according to our video lecture on this tool , we   need to have a hypothesis . Here my hypothesis is “ Institutional success are measured by the   reputation created by its Faculties not by its Return on Investment ”    Promoter managed    Since the promoters have their money invested in the institution they are more interested in   creating long term return on investment value versus the professionals who are more concerned   about short term profits because their remuneration and incentives are dependent on that only .   It is argued that since they have started the institution and withstood tough times to get the   institution to a respectable position they understand the culture of the institution better than   anyone else .    Professional Managed    Professional managers should be at the wheel of the institution say that promoters often lack   the specialized skills required to run an institution whereas professionals have better skill sets   to success - fully manage an Institution . They argue that promoters control the academic   democracy and are often dictate and tend to miss the opportunities because they do n’t listen to   others    3 . Application   A passionate workplace is a function of clarity of purpose and an empowering culture . The   essence is in how well the department and its heads have managed to inspire faculties through   their vision , how clearly faculties are able to see how their role contributes to department and   degree to which faculties are empowered to do their role . It is not just the promoter ’s interest   but the work atmosphere and culture . 

 Faculty Participations    In the initial stage , faculties may have to adjust before being accepted into the system , but once   they succeed almost become innovators and creators in their own do - main .    As long as their results show up , faculties are successful . Good Institution does not look to   appoint just faculties but associates with multidisciplinary expertise and aptitude towards   Research activities . Decision making is faster in the successful promoter - led institutions . Once   there are clear positive atmosphere , faculties have the opportunity and freedom to think and act   as heads to drive growth    4 . Insight   There are lessons can be picked from some of the successful Institutions , we have seen few   Institutions in my state they ran into trouble because of the dictatorship of those chairpersons .   And those successful Institutions appoint academic professionals those are better than them   and then leave them to get on with it . They also continuously look for people who will aim for   the achievements and not settle for the routine . However it is ideal to have the promoter has   the Chairperson of the Institution and he / she should be supported by professionals with diverse   skills because success of any institution not lies in ROI , it 's about the reputation which created   by their faculties whom the institution recruits and retains .   5 . Approach   Even this if this learning launch tool does n't work , it was a learning experience , and I will still   apply it by designing the following framework :   Decision Making Framework : Role clarity alone is insufficient . Decision making clarity is   also needed . Who takes which decision and how ? It is important to have protocols on areas   where the promoters will drive decision making and areas where they will support / endorse   decisions made by the professional . Only then is the Institutions ready to bring in an external   professional in a senior leadership roles such as Dean ’s , Director ’s and Heads of the   Departments .    There are certain competencies that are common to good heads , irrespective of the institutional   context – for example a strong drive for results , strategic thinking ability and the ability to lead   and develop a large department . However , over and above these general leadership   competencies , there are some traits that are core to Academic professionals who succeed and   thrive in promoter led organizations .
### Output: 